Revised Form I-9 Guidelines

What is the Revised Form I-9?

As of August 1, 2023, the United States Citizenship and Immigration Services published a revised version of Form I-9 that employers should begin to use. The older version of Form I-9 may continue to be used through October 31, 2023, but after that date, employers will be subject to penalties.

Additionally, the new Form I-9 features a checkbox that employers enrolled in E-Verify can use to show they remotely examined identity and employment authorization documents under an alternative procedure authorized by the Department of Homeland Security (DHS). According to DHS, employers performing remote verification must be enrolled in E-Verify, conduct a live video interview with the employee, examine and retain copies of all documents presented throughout the I-9 process, and create E-Verify cases for new employees.

What’s New in Form I-9?

The revised Form I-9:

  • Reduces Sections 1 and 2 to a single-sided sheet.
  • Is designed to be a fillable form on both tablets and mobile devices.
  • Moves the Section 1 Preparer/Translator Certification area to a separate, standalone supplement (Supplement A) that employers can provide to employees when necessary.
  • Moves Section 3 to a standalone supplement (Supplement B) that employers can print if or when rehiring occurs or reverification is required.
  • Revises the Lists of Acceptable Documents page to include some acceptable receipts, guidance and links to information on automatic extensions of employment authorization documents.
  • Reduces Form instructions from 15 pages to 8 pages.

How to Complete the Revised Form I-9

At the time of hire, Section 1 of Form I-9 collects information about the employee, and requires the employee to attest whether they are a U.S. citizen, noncitizen national, lawful permanent resident, or noncitizen authorized to work in the United States. The biggest change in Section 1 of the new Form I-9 was the removal of the phrase “alien authorized to work,” which was replaced with “noncitizen authorized to work.”

Within three days of hire, Section 2 collects information about the employee’s identity and authorization. Section 2 requires employees to present original documentation proving identity and authorization, which the employer must review.

Supplement A should be completed when new hires are assisted by a preparer or translator.

Supplement B should be completed prior to the date that the worker’s employment authorization expires when rehire occurs or reverification is required.

Employers must retain a person’s Form I-9 for as long as the employee works for the employer, and for the required retention period after the employee has been terminated. The retention period is either three years after the date of hire or one year after the date employment ended, whichever is later.

Employers must also make Form I-9s available for inspection upon the request by officers of the DHS, the U.S. Department of Labor, or the U.S. Department of Justice.

If we can assist you further with your business or personal affairs, please call us at (317) 608-6699.

Secure 2.0 — Retirement Enhancements

As expected, Congress has passed legislation, which the President has signed, that will have far-reaching implications for retirement plan savings plans.

A grouping of retirement plan provisions in the Setting Every Community Up for Retirement Enhancement, commonly called the SECURE 2.0 Act of 2022 (SECURE 2.0), are included in the 2023 Consolidated Appropriations Act (also known as the Omnibus Bill). SECURE 2.0 is comprehensive legislation intended to expand and increase retirement savings, especially for low-income and part-time employees, and to simplify and clarify many complex and confusing existing retirement plan rules. It builds on the SECURE Act of 2019 (SECURE Act), which increased the age of required minimum distributions (RMDs) and eliminated age requirements for traditional IRA contributions.

The SECURE Act 2.0 expands automatic enrollment programs to help small employers sponsor plans for employees, and enhances certain credits to make saving for retirement more beneficial to both individuals and plan sponsors. It also improves individual investment options, streamlines plan administration, and makes significant changes to required minimum distributions (also known as RMDs).

These changes give taxpayers more flexibility in how they use qualified retirement savings and avoid excise taxes for early withdrawals in certain cases.

Key provisions in SECURE 2.0

Mandatory Automatic Enrollment
Effective for plan years beginning after December 31, 2024, new 401(k) and 403(b) plans must automatically enroll employees when eligible. Automatic deferrals start at between 3% and 10% of compensation, increasing by 1% each year, to a maximum of at least 10%, but no more than 15% of compensation.

Starter 401(k)/403(b) Plans for Employers with No Retirement Plan
Creates a “starter” 401(k) deferral-only arrangement with no employer contributions permitted. Also creates a similar plan for not-for-profit organizations called a 403(b) safe harbor deferral only plan.

Increased Age for Required Minimum Distributions (RMDs)
Increases the age for RMDs to 73, beginning on January 1, 2023, and to age 75 on January 1, 2033, for certain individuals. In addition, it reduces or entirely eliminates the excise tax imposed for not taking RMDs.

Increase in Catch-Up Contribution Limits
For those aged 50 or older, the retirement plan “catch-up “contribution limit is increased. For 2023, the catch-up contribution amount is limited to $7,500 for most retirement plans and is subject to inflation increases.

SECURE 2.0 provides a second increase in the contribution amount for those aged 60, 61, 62 or 63, effective for tax years after 2024. For most plans, this “second” catch-up limitation is $10,000 and $5,000 for SIMPLE plans. Like the “standard” catch-up amounts, these limitations are subject to inflation adjustments.

The annual limit on contributions to individual retirement accounts (IRAs) is also increased for participants aged 50 and older. The “catch-up” limit for IRAs is $1,000. Unlike the catch-up amount for other plans, this amount is not subject to increases for inflation under current law. The bill would make the IRA catch-up amount adjusted annually for inflation for tax years beginning after 2023.

Finally, for tax years beginning after 2023, all catch-up contributions are subject to Roth (i.e., after-tax) rules, rather than only where allowed by the plan in which the individual participates.

Penalty-Free Emergency Withdrawals
Penalty-free distributions are allowed for “unforeseeable or immediate financial needs relating to necessary personal or family emergency expenses” up to $1,000. Only one distribution may be made every three years or one per year if the distribution is repaid within three years. Penalty-free withdrawals are also allowed for small amounts for individuals who need the funds in cases of domestic abuse or terminal illness.

Employer Matching of Student Loan Repayments
Effective for plan years beginning after December 31, 2023, employers can match student loan repayments as if the student loan repayments were deferrals.

Automatic Rollovers Rules
Currently, plans may automatically distribute small accounts of less than $5,000 to former participants. If the distribution is greater than $1,000, the plan must roll the account into an IRA. Effective 12 months from enactment, SECURE 2.0 permits the transfer of default IRAs into the participant’s new employer’s plan, unless the participant affirmatively elects otherwise. SECURE 2.0 also increases the limit for automatic rollovers from $5,000 to $7,000.

Long-Term, Part-Time Workers Qualify More Easily
Under current law, employees with at least 1,000 hours of service in a 12-month period or 500 service hours in a three-consecutive-year period must be eligible to participate in the employer’s qualified retirement plan. SECURE 2.0 reduces that three-year rule to two years for plan years beginning after December 31, 2024. 

Emergency Savings Account Deferrals Allowed
If the retirement plan allows, non-highly compensated employees can defer up to the lesser of 3% of compensation or $2,500 (post-tax) to an emergency savings account.

Diminimus Incentives For Participation Are Allowed
Employers may offer diminimus financial incentives, such as low-dollar gift cards, to boost participation in retirement plans. The financial incentives cannot be purchased with plan assets.

Database to Locate Missing Participants and Funds Is Created
SECURE 2.0 creates a national online searchable database to enable employers to locate “missing” plan participants, and plan individuals to locate retirement funds.

In summary, SECURE 2.0 is a comprehensive attempt to increase retirement savings and access to 401(k) and individual retirement accounts and savings, particularly for low- and middle-income workers, and those with significant student debt. It is also intended to increase the number of small businesses offering retirement plans to their workers and provide access to others who don’t yet have long-term retirement accounts.

If you have any questions about the impact of SECURE 2.0, please reach out to Bill Barks, Director of our Retirement Plan Services group, at at (317) 613-7867 or email him at [email protected].

PPP Application Changes for Schedule C

A new interim rule was issued by the SBA on March 3, 2021, allowing self-employed individuals who file Form 1040, Schedule C more opportunity to apply for PPP loans. The PPP loan program is currently open for applications through March 31, 2021, which is subject to extension.

The interim rule allows Schedule C filers to apply for and maximize their loan amount using gross income or net profit for either 2019 or 2020. Previously, Schedule C filers were excluded from eligibility to apply if they had net losses.

The calculation for the eligible loan value varies depending on if the borrower has employees or not and is based off either calendar year 2019 or 2020. The loan value is still subject to the maximum $100,000 cap for owner’s compensation, and proceeds must be used for eligible expenses.

Another modification for Schedule C filers reporting more than $150,000 gross income is the elimination of the loan necessity safe harbor. The SBA will review a sample of first draw PPP loans over $150,000 made to Schedule C filers. The review will assess compliance with the PPP eligibility criteria and the good faith loan necessity certification.

Related to the interim rule changes, the following forms were issued or updated from previous versions:

If we can assist you with completing a forgiveness application, in explaining the new programs’ provisions, analyzing the potential benefits or assisting you with gathering the needed information to apply, please call any Sponsel CPA Group Team member or our colleagues listed below.

            Jason Thompson-Direct at 317-608-6694 or [email protected]

            Eric Woodruff-Direct at 317-613-7850 or [email protected]

            Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

New Forgiveness Application for Loans Under $150,000

On January 19, 2021, the SBA and Treasury issued the much anticipated new application for loan forgiveness for loans under $150,000, along with several other new documents related to the Paycheck Protection Program.

  • Form 3508S was modified for loans up to $150,000 (originally $50,000) to apply for forgiveness. The form requires information about the borrower’s loan amount, disbursement date, employee totals, covered period dates, amount of the loan spent on payroll, and total loan amount. Borrowers do not have to submit any supporting documentation with the application but are required to maintain documentation for payroll and nonpayroll costs, as well as other support that could be requested during an SBA loan review or audit.
  • Two other loan forgiveness applications were also modified and released, which now include the updated language and additional forgivable costs included in recent PPP updates: Form 3508 and Form 3508EZ.
  • Form 3508D is a new form that requires certain government officials and spouses to disclose a controlling interest in an entity when applying for a PPP loan.
  • An Interim Final Rule was released consolidating prior PPP loan forgiveness rules with changes made by the Economic Aid to Hard-Hit Small Businesses, Nonprofits and Venues Act.
  • An 18-page document helps borrowers calculate revenue reduction and maximum loan amounts for Second Draw PPP loans, in addition to providing guidance about the documentation that borrowers must provide.
  • A 12-page document covers calculations and required documentation for First Draw PPP loans by business type.

If we can assist you with completing a forgiveness application, in explaining the new programs’ provisions, analyzing the potential benefits or assisting you with gathering the needed information to apply, please call any Sponsel CPA Group Team member or our colleagues listed below.

            Jason Thompson-Direct at 317-608-6694 or [email protected]

            Eric Woodruff-Direct at 317-613-7850 or [email protected]

            Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

PPP Updates: New Interim Final Rules Issued

On January 6, 2021, two Interim Final Rules related to the Paycheck Protection Program (PPP) were issued with several clarifications on the Economic Aid Act passed in December. A summary of key highlights from both rules are noted below. The SBA reopened the PPP program on January 11 for new borrowers and on January 13 for existing PPP borrowers to allow for submission of applications.

Interim Final Rule on Paycheck Protection Program as Amended by Economic Aid Act

This Interim Rule outlines key provisions of the PPP loan program that was revised by the Economic Aid Act, extending lending through the program through March 31, 2021. Loans are available to first-time borrowers and borrowers that previously had a PPP loan, referred to as First Draw and Second Draw loans, respectively. New PPP loans offer a covered period between 8 and 24 weeks, ending on any date selected by the borrower, and require at least 60% of costs to be used towards payroll for full forgiveness.

Borrowers and all affiliates combined must still fall under SBA’s affiliation rules for their industry, either determined by revenue or employee size per 13 CFR 121.301. SBA has a tool to utilize, providing your NAICS code and either three-year average of gross receipts or average number of employees over the last 12 months. There is a limit of 300 or 500 employees by location for certain industries (housing cooperatives, section 501(c)(6) organizations, destination marketing organizations, and NAICS codes beginning with 72).

Key changes issued include:

  • First and Second Draw Loans calculation of payroll costs can elect to use 2019 or 2020 calendar year, or precise the one year period prior to loan application.
  • EIDL loan obtained 1/31/20 to 4/3/20 can be refinanced with PPP loan and should be added to 2.5 months of payroll cost for loan value.
  • Life, disability, vision and dental insurance employer contributions can be included in payroll cost.
  • Maturity date of First and Second Draw Loans is five years.
  • Eligible use of proceeds now include:
    • covered operations expenditures (i.e. software or cloud computing, product or service delivery, HR/sales/billing/payroll tracking, accounting functions)
    • covered property damage costs due to public disturbances
    • covered supplier costs
    • covered worker protection expenditures (adapting business facilities to comply with established guidance and protocols, including drive through window, air pressure filtration system, health screening, PPE)
  • Payroll costs included for determining Employer Retention Credit are not eligible for forgiveness.
  • For partnerships that received a PPP loan, if partner compensation was not included on the original loan, lender can request SBA to increase the loan to cover partner compensation, even if the loan has been fully disbursed and used.

Interim Final Rule on Paycheck Protection Program Second Draw Loans

This Interim Rule includes key provisions specifically on the Second Draw Loans. The actual terms of the loan are as follows:

  • Loan is guaranteed 100% with no collateral required.
  • Interest rate is 1%.
  • Maximum loan size is $2 million.

The eligibility requirements are stricter with Second Draw Loans in the following ways:

  • For borrower and affiliates with NAICS code beginning with 72, must have 300 or fewer employees by location (previously was 500 employee threshold).
  • Borrower must have gross receipts reduction of 25% or greater for at least one quarter in 2020 compared to the same quarter in 2019.
  • Borrower must have received First Draw PPP Loan and used all funds for eligible expenses.
    • If First Draw Loan Forgiveness Application has not yet been reviewed and approved by the SBA, this does not preclude borrower from applying for the Second Draw Loan.

The Interim Rule also clarified the definition of gross receipts. Gross receipts should follow definition of 13 CFR 121.104 in line with the SBA’s size standard regulations. Gross receipts should be calculated as follows:

  • All revenue received or accrued in line with the method used on the tax return, including sale of products and services, interest, dividends, rents, royalties, fees, or commissions, net of any returns or allowances.
  • Exclude net capital gains or losses per IRS guidelines.
  • Exclude any forgiveness income from First Draw Loans.
  • Exclude any taxes collected for taxing authorities (i.e. sales tax).
  • Exclude proceeds from affiliates.
  • Exclude amounts collected for another (i.e. agent transactions).

The Second Draw Loan application is similar to the First Draw. The following are identified changes that are required with the new application:

  • Loan value is determined as the lesser of 2.5 months of average monthly payroll costs or $2 million.
    • For borrowers with NAICS code beginning with 72, calculation is 3.5 months of average monthly payroll costs.
  • Loans greater than $150,000 must include documentation to support 25% or greater reduction in gross receipts at time of application, which may include tax returns, quarterly financials or bank statements.
    • Loans less than $150,000 must submit by the date of loan forgiveness application.

If we can assist you with completing a forgiveness application, in explaining the new programs’ provisions, analyzing the potential benefits or assisting you with gathering the needed information to apply, please call any Sponsel CPA Group Team member or our colleagues listed below.

            Jason Thompson-Direct at 317-608-6694 or [email protected]

            Eric Woodruff-Direct at 317-613-7850 or [email protected]

            Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

A Summary of the 2021 Consolidated Appropriations Act

Note: The stimulus bill summarized in this communication has not yet been signed into law by President Trump and is therefore subject to change.

On Monday, December 21, 2020, Congress passed the 2021 Consolidated Appropriations Act (CAA), which contains several provisions applicable to individuals and small businesses. The stimulus bill is extensive, and we have provided below a summary of some of the key items contained within the legislation.

Payroll Protection Program Provisions

Clarification of Tax Treatment of PPP Loans — The CAA clarifies that gross income does not include any amount that would otherwise arise from the forgiveness of a Paycheck Protection Program (PPP) loan. The Act further clarifies that deductions are allowed for otherwise deductible expenses paid with the proceeds of a PPP loan that is forgiven, and that the tax basis and other attributes of the borrower’s assets will not be reduced as a result of the loan forgiveness. This provision fixes and overrides the previous position taken by the IRS in which they stated that expenses paid with forgiven PPP loan proceeds should not be deductible by the borrower.

PPP Second Draw Loans — The CAA provides for a second round of PPP loans for “harder-hit” businesses that employ 300 or fewer employees. In order to qualify, borrowers must show a loss of at least 25% of gross receipts in any quarter during 2020 when compared to the same quarter in 2019. There are special rules for businesses not in existence for all of 2019. The maximum loan amount is $2 million for “second draw” loans, which is down from the $10 million maximum that applied to loans under the original CARES Act rules. In addition, the bill has also made certain 501(c)(6) organizations eligible for the loans.

Simplified Forgiveness Application for Loans less than $150,000 — The Act provides for a simplified loan forgiveness application for loans less than $150,000. The simplified application will be one page and will include a description of the number of employees the borrower was able to retain, the estimated amount of the loan spent on payroll costs, and the loan amount. The SBA has 24 days to create this form.

Additional Eligible Uses of PPP Loan Proceeds — The Act includes additional expense categories eligible for use of the PPP loan proceeds. As a result of this provision, forgiveness will now be granted for funds spent on the following expenses (subject to a limitation that at least 60% of the loan must be used for payroll related costs):

  • Covered payroll costs
  • Interest on covered mortgage obligations
  • Payment on covered rent obligations
  • Covered utility payments
  • Covered operations expenditures including payment for any software, cloud computing and other human resource and accounting needs
  • Covered property damage including costs related to property damage due to public disturbances not covered by insurance
  • Covered supplier costs including expenditures pursuant to a contract essential to the recipient’s operations at the time at which the expenditure was made
  • Covered worker protection equipment including PPE
  • The purchase, maintenance or renovation of assets that create or expand a drive-through window facility; an indoor, outdoor, or combined air or air pressure ventilation or filtration system; a physical barrier such as a sneeze guard; an indoor, outdoor or combined commercial rental property; an onsite or offsite health screening capability; or other assets relating to the compliance with the requirements of certain protective guidance

Covered Period — The CAA allows borrowers to select an end date of their covered period, provided the end date is greater than eight weeks from the date of disbursement of the PPP loan and not more than 24 weeks.

EIDL Advance — The CAA repeals the requirement that PPP borrowers deduct the amount of any EIDL advance from their PPP forgiveness amount.

Other Stimulus Provisions

Direct Payments — The CAA includes a recovery rebate program. Individual taxpayers are eligible for $600 per individual, plus $600 per qualifying child. This means a family of four could receive up to $2,400 in payments. These payments are subject to phase out based on the adjusted gross income of the taxpayer. Taxpayers with the following adjusted gross income levels are completely phased out of this benefit: single taxpayers with AGI of $87,000 and joint filers with AGI of $174,000. (Note: These amounts are subject to change as President Trump has called on Congress to increase the amount of the rebate checks from $600 to $2,000.)

Business Meals — The Act provides for a 100% expense deduction for the cost of business meals provided by a restaurant that are paid during the 2021 and 2022 tax years. Under prior law these expenses were limited to a 50% tax deduction.

Grants for Certain Venue Operators — The CAA includes up to $15 billion to provide grants to shuttered live event venues, independent theaters, museums and zoos that have experienced revenue losses due to the pandemic.

Payroll Tax Credits — The CAA extends and expands the Employee Retention Credit under the CARES Act and the paid leave credits under the Families First Coronavirus Response Act.

Additional Tax Provisions:

  • Extension of several energy-related tax provisions
  • $250 educator expense deduction applies to PPE
  • Certain charitable contributions deductible by non-itemizers extended through 2021
  • Suspension of limitations on qualifying charitable contributions extended through 2021

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

Additional IRS Guidance Regarding the Tax Implications of PPP Loans

The IRS recently released additional guidance regarding certain tax implications associated with the PPP loan program.

A brief recap of some of the prior guidance that has been issued: The CARES Act specifically states that loan forgiveness under the PPP program will not be taxable. Unfortunately, shortly thereafter, the IRS issued Notice 2020-32, which states that no tax deduction is allowed for an expense that is otherwise deductible if the payment of the expense results in loan forgiveness under the PPP program. The result of the position taken by the IRS effectively negates any tax benefit of the taxable income exclusion contained within the CARES Act.

The IRS just released Revenue Ruling 2020-27 and Revenue Procedure 2020-51, which help provide clarification to some outstanding questions as a result of Notice 2020-32.

  • Under Revenue Ruling 2020-27, the IRS has taken the position that a taxpayer cannot deduct PPP expenses in the taxable year in which the expenses were paid or incurred if, at the end of such taxable year, the taxpayer reasonably expects to receive forgiveness. This is true even if the taxpayer has not received forgiveness, or submitted an application for forgiveness, by the end of such taxable year. The result of this revenue ruling is that calendar year taxpayers will not be able to deduct PPP expenses on their 2020 tax return if they have a reasonable expectation that loan forgiveness will occur, regardless of whether loan forgiveness has actually occurred by the end of the year.
  • Revenue Procedure 2020-51 provides a safe harbor for PPP loan participants whose loan forgiveness has been partially or fully denied, or who decide to forego requesting loan forgiveness. Under this revenue procedure, taxpayers can deduct non-deducted eligible expenses on the taxpayers’ 2020 tax return, an amended 2020 tax return or for certain qualifying taxpayers in a subsequent taxable year.

One outstanding issue that is not addressed in the recent IRS guidance is related to self-employed individuals and general partners. For these borrowers, there are no PPP expenses associated with their owner compensation replacement amounts since such amounts are not otherwise deductible. It would therefore appear that these borrowers will receive favorable treatment in that they will receive tax-free loan forgiveness but will not have expense disallowance on the owner compensation replacement amounts attributable to PPP loan forgiveness since there are no deductions to disallow. We will wait to see if the IRS provides additional guidance on this issue, but at this time it may be advisable to maximize the expenses associated with these classes of individuals on the PPP loan forgiveness application.

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

SBA to Require PPP Loan Necessity Form from Large Borrowers

On November 6, 2020, the SBA announced that PPP loan borrowers who received, together with affiliates, $2 million or more in Paycheck Protection Program loans, will now be required to complete one of two necessity questionnaires. These forms will collect supplemental information that SBA loan reviewers will use in evaluating the good-faith certification borrowers made on their PPP applications that economic uncertainty made their loan request necessary to support ongoing operations.

  • Form 3509, Paycheck Protection Program Loan Necessity Questionnaire (For-Profit Borrowers)
  • Form 3510, Paycheck Protection Program Loan Necessity Questionnaire (Non-Profit Borrowers)
  • Borrowers are given 10 business days after receipt to return the completed questionnaire and supporting documents to their lender

If we can assist you with understanding the programs’ forgiveness provisions, analyzing your loan forgiveness opportunity and application or assist you with gathering loan forgiveness information needed, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

PPP Loan Forgiveness: Three Key Updates

The SBA had been fairly quiet recently on the Paycheck Protection Program (“PPP”) loan forgiveness processes until early October when a few announcements were made within a week’s time. The key items included information on ownership transitions involving PPP loans, clarification on the deferral period for loan payments, and a simplified application for loans equal to or less than $50,000.

First, on October 2, the SBA published a procedural notice to clarify procedures for any changes in ownership of an entity that has received PPP funds. Changes in ownership that qualify include at least 20% common stock or ownership interest sold or transferred, PPP borrower sells or transfers at least 50% of its assets, or PPP borrower merges with or into another entity. In all instances, the PPP borrower remains responsible for performance of all PPP loan obligations, certifications and compliance. There are different procedures required depending on the circumstances (if the note is fully or partially satisfied) outlined below. In either case, the PPP borrower is subject to all obligations under the PPP loan unless merged into another entity, in which case the new owner will be obligated to fulfill all requirements.

PPP note fully satisfied

  • No restrictions on the change in ownership if prior to the sale or transfer, the borrower has repaid the PPP note in full or completed the loan forgiveness process.
  • Loan forgiveness process completion means the SBA has remitted funds to the PPP lender in full satisfaction of note, or the PPP borrower has repaid any remaining balance on the loan.

PPP note not fully satisfied

  • SBA approval may or may not be needed prior to transition depending on the situation.
    • Approval not needed –
      • Sale or transfer is 50% or less of common stock/ownership interest
      • Change is structured as sale or merger, PPP borrower completes the forgiveness application, and an interest-bearing escrow account holds funds equal to the outstanding PPP loan that is controlled by the PPP lender.
      • Change is structured as asset sale of 50% or less of its assets, PPP borrower completes the forgiveness application, and an interest-bearing escrow account holds funds equal to the outstanding PPP loan that is controlled by the PPP lender.
  • Approval needed –
    • If the situations listed above do not apply, then SBA approval is needed prior to change in ownership and the PPP lender may not make determination alone.
    • Various documentation must be submitted to the SBA loan servicing center, and the SBA may require additional risk mitigation measures as a condition of their approval.
    • SBA has 60 calendar days after receipt of documentation to review and provide determination.

Second, on October 7, clarification was provided on the deferral period for payments of principal, interest, and fees in the published Frequently Asked Questions found here. The Paycheck Protection Program Flexibility Act of 2020 (“Flexibility Act”) extended the deferral period to either the date the SBA remits the borrower’s loan forgiveness amount or 10 months after the end of the loan forgiveness covered period if the borrower doesn’t apply for forgiveness. The original six-month deferral period is automatically extended to 10 months for all PPP loans, and lenders are required to notify extension of the deferral period (but no formal modification of promissory note is required).

Third, on October 8, a new PPP Loan Forgiveness Form 3508S was created for PPP loans equal to or less than $50,000. If the PPP loan falls under this threshold, borrowers are exempt from any reductions in forgiveness for both the full-time equivalent reduction and the reduction of salary or hourly wages in the covered period. However, to file Form 3508S, borrowers must be evaluated with their affiliates and cannot have received total loans of $2 million or greater. All other PPP loan forgiveness rules are still in place for Form 3508S, including but not limited to spending at least 60% for payroll and capping the amount of compensation paid to owners ($15,385 for eight week period or $20,833 for 24 week period). The new Form 3508S can be found here.

If we can assist you with understanding the programs’ forgiveness provisions, analyzing your loan forgiveness opportunity and application or assist you with gathering loan forgiveness information needed, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

Guidance on Implementing Deferral of Social Security Tax Withholding

The Department of Treasury and Internal Revenue Service issued Notice 2020-65, which provides guidance on implementing the Presidential Memorandum that allows employers to defer withholding and payment of the employee’s portion of the Social Security tax if the employee’s wages fall below a certain amount.

Notice 2020-65 provides relief for employers and generally applies to wages paid starting September 1, 2020 through December 31, 2020.

The employee Social Security tax deferral may apply to payments of taxable wages to an employee that are less than $4,000 during a biweekly pay period, with each pay period considered separately. No deferral is available for any payment to an employee of taxable wages of $4,000 or above for a biweekly pay period. Amounts deferred need to be paid ratably between January 1, 2021 and April 30, 2021, or else interest, penalties and additions to tax will begin to accrue on May 1, 2021.

For additional tax relief information related to the COVID-19 pandemic, visit IRS.gov or please call any Sponsel CPA Group Team member or our colleagues listed below.

              Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

PPP Interim Final Rule: Ownership and Nonpayroll Cost Clarification

On August 24, 2020, the SBA issued a new Interim Final Rule on the Paycheck Protection Program (PPP) loan program found here.

This Interim Final Rule was issued to provide clarification of forgiveness treatment related to owner compensation and expands on limitations of certain nonpayroll costs.

Key provisions of the document include:

  • Owners with less than a five percent ownership in C or S corporations are not subject to the owner-employee compensation rule. As a reminder, for owners with five percent or greater ownership, the forgiveness treatment by type of entity was summarized in this eblast.
  • Nonpayroll costs incurred by a tenant or subtenant cannot be included in the forgiveness calculation. Example — a company rents space for $5,000 a month and subleases a portion for $1,000 a month. Only $4,000 a month is eligible for loan forgiveness.
  • Rent payments to a related party are eligible for forgiveness if both of the following are true. Any common ownership between business owner and property owner is considered a related party in this instance.
    • The amount of rent or lease payments to the related party requested for forgiveness is not more than amount of mortgage interest owed on the property during the Covered Period.
    • The lease and mortgage were entered into prior to February 15, 2020.

If we can assist you with understanding the programs’ forgiveness provisions, analyzing your loan forgiveness opportunity and application or assisting you with gathering loan forgiveness information needed, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

New PPP FAQ’s

On Tuesday, August 4, 2020 the SBA issued a new set of Frequently Asked Questions on PPP Loan Forgiveness.

There are 23 new FAQ’s covering General Loan Forgiveness, Payroll Costs, Nonpayroll Costs and Forgiveness Reductions.

Key provisions of the document include:

  • Clarification that sole proprietors, independent contractors, and self-employed individuals with no employees at the time of loan application automatically qualify to use the EZ application.
  • Clarification on how to determine the amount of owner’s compensation that is eligible for forgiveness with examples for owners of C and S corporations, Schedule C filers, general partners and LLC owners.
  • Clarification on the definition of “transportation utilities.” These are fees assessed by state and local governments.

The SBA issued a procedural notice on July 23, 2020 stating that their PPP Forgiveness Platform will go live and begin accepting lender submissions on August 10, 2020. This is subject to extension, should any new legislation/amendments to the existing forgiveness process necessitate changes to the system. Lenders have 60 days after receiving a borrower’s forgiveness application to submit their decision on forgiveness to the SBA. The SBA then has 90 days to decide and remit the forgiveness funds to the lender (thus approving, denying or modifying the lender’s decision).

In addition, August 8, 2020 is slated to be the final day for applying for a PPP Loan.

If we can assist you with understanding the programs’ forgiveness provisions, analyzing your loan forgiveness opportunity and application or assisting you with gathering loan forgiven information needed, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

July 15th Tax Filing Deadline Reminder

Reminder: Your 2020 Personal Federal and Indiana First and Second Quarter Estimated Tax Payments — originally due on April 15, 2020 — are now due on July 15, 2020.

In addition, your 2019 Federal and Indiana Personal Income Tax returns are also due on July 15.

More Time to Get a PPP Loan!

On Wednesday July 1, 2020, the U.S. House of Representatives passed legislation to extend the June 30, 2020 deadline to apply for a Paycheck Protection Program (PPP) loan to August 8, 2020, giving small businesses additional time if they have yet to take advantage of the PPP. This legislation has already been approved by the U.S. Senate and now goes to the President for his approval.

If we can assist you in explaining the programs’ provisions, analyzing the potential benefits or helping you with gathering the information needed to apply, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

PPP Loan Forgiveness Application Update

On June 22, 2020, yet another interim rule was published by the SBA related to revisions to the PPP loan forgiveness process that stem from the Paycheck Protection Program Flexibility Act (“PPF”). The Interim Rule can be found here.

The current loan forgiveness applications published on June 16 included an updated full application and an EZ application, which were highlighted in this recent newsletter. Forgiveness applications must be filed with the lender within 10 months after the loan covered period ends, otherwise principal and interest payments start on the amount borrowed. The lender then has 60 days to issue their decision to the SBA on the amount of loan forgiveness, and the SBA has an additional 90 days to approve/disapprove the forgiveness amount.

Key highlights of the June 22 interim rule are as follows:

  • Forgiveness applications can be submitted before the end of the elected covered period (8 weeks or 24 weeks) if all PPP loan proceeds have been used.
  • If the borrower applies for loan forgiveness before the end of their elected covered period and has reduced employee wages in excess of 25%, the wage reduction limitation must be calculated over the entire 8-week or 24-week period, not just through the application date.
  • Owner-employees and self-employed individuals are limited to the lesser of the calculated amounts listed below, or $15,385 for an 8-week covered period or $20,833 for a 24-week covered period as payroll costs for purposes of loan forgiveness :
    • C corporation – 2019 cash compensation, the employer’s portion of owner’s retirement and health contributions
    • S corporation – 2019 cash compensation and the employer’s portion of owner’s retirement contributions
    • General partners – 2019 net earnings from self-employment (reduced by 179 expense deduction, unreimbursed partnership expense, and depletion from oil and gas properties) multiplied by 0.9235
    • Schedule C or F filers – 2019 Schedule C or F reported net profit

If we can assist you in explaining the programs’ provisions, analyzing the potential benefits or helping you with gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

Alert: Connectivity and Office Hours June 27-June 29

Sponsel CPA Group is implementing a computer systems upgrade starting at 5:00 p.m. on Friday, June 26 through Tuesday, June 30 at 8:00 a.m.

Accordingly, our office will be closed on Monday, June 29, as all of our computer systems will be offline, and our staff will have very limited access to emails during this period.
We appreciate your patience as we upgrade our ability to enhance our services to our clients, referral sources and friends.
For any emergency during this period, please contact Tom Sponsel at 317-513-6464.
 
Office Closed for Holiday — July 3
 
In recognition of celebrating Independence Day on Saturday, July 4, our offices will be closed on Friday, July 3.
We wish all of our clients and friends a VERY HAPPY 4th of JULY to celebrate with their family and friends!

Revised Loan Forgiveness Applications

On June 16, 2020, two new applications for PPP loan forgiveness were issued. These applications reflect changes related to the Paycheck Protection Flexibility Act (PPF). The two new loan forgiveness applications include an updated version of the original and also a new EZ version (Form 3508EZ).

Significant changes on the revised version include:

  • Extension of covered period from eight weeks to 24 weeks but in no event beyond December 31, 2020. Borrowers obtaining the loan prior to June 5 may still elect to use the original eight-week period if preferred.
  • The loan forgiveness amount must be comprised of 60% payroll costs, at a minimum
  • Exclusion of employer health insurance contributions made on behalf of a self-employed individual, general partners or owner-employees of an S-corporation
  • Exclusion of employer retirement contributions made on behalf of a self-employed individual or general partners
  • For owner-employees, a self-employed individual or general partner, compensation is capped at $20,833 (the two-and-a-half-month equivalent of $100,000 per year) for the 24-week covered period
  • An additional FTE Reduction Safe Harbor was introduced. A borrower is exempt if they are able to document that they were unable to operate between February 15, 2020 and the end of the covered period at the same level of business activity as before February 15, 2020, due to compliance with requirements established or guidance issued between March 1, 2020 and December 31, 2020 by government agencies, related to the maintenance of standards for sanitation, social distancing or any other worker or customer safety requirement related to COVID-19.
  • Calculations of FTE’s in the comparison periods have changed from average per month to average per week

The EZ version requires fewer calculations and less documentation and may be used by borrowers if ONE of the following applying:

  • The borrower is a self-employed individual, independent contractor or sole proprietor who had no employees at the time of loan application, and no employee salaries were included in the computation of average monthly payroll.
  • The borrower did not reduce the salaries or wages of their employees by more than 25% during the covered period compared to January 1, 2020 to March 31, 2020, AND did not reduce the number of employees or average paid hours between January 1, 2020 and the end of the covered period (other than reductions related to inability to rehire or hire qualified replacements).
  • The borrower did not reduce the salaries or wages of their employees by more than 25% during the Covered Period compared to January 1, 2020 to March 31, 2020, AND experienced reductions in business activity between February 15, 2020 and the end of the Covered Period as a result of health directives related to COVID-19.

If we can assist you in explaining the programs’ provisions, analyzing the potential benefits or helping you with gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

Financial Reporting for PPP Loan Forgiveness

By Mike Bedel, CPA, CGMA
Partner, Director of Audit and Assurance Services  
[email protected]
As new pronouncements and interpretations continue to be released about the forgiveness of PPP loans generated by the CARES Act, many organizations will soon be determining how to account for the partial or full forgiveness of this loan on their financial statements.
The AICPA (Association of International Certified Public Accountants) recently released Technical Question and Answer (TQA) 3200.18, Borrower Accounting for a Forgivable Loan Received Under the Small Business Administration Paycheck Protection Program to acknowledge and address some common questions.
Non-governmental organizations receiving the PPP loan should have recorded an initial liability and should be accruing for interest on that loan. FASB ASC 405 and 470 provide guidance on accounting for a loan and forgiveness of a liability. That guidance clarifies that the forgiveness of a loan is to be recognized when the debtor is legally released from their obligation. As we look to forgiveness on a PPP loan, this would seem to take place when the debtor receives notification from the SBA or their bank that the loan has been forgiven.
TQA 3200.18 acknowledges that some individuals contend that the PPP Loan is, in substance, a “governmental grant” instead of a loan.
Accounting principles generally accepted in the United States (US GAAP) provides guidance for grants in FASB ASC 958 under guidelines for conditional contributions. This section of the guidance applies to non-profit entities. For non-profit entities that believe this PPP Loan is really a “governmental grant,” they would follow the guidelines to account for conditional contributions. These specify that a liability be recorded until the entity has substantially completed all required conditions of the grant or the conditions are waived by the grantor. As we look to forgiveness on a PPP loan, this would take place sooner than the receipt of notification that the loan has been forgiven.
TQA 3200.18 also offers that any entity (for-profit in this scenario) who does not find explicit applicable guidance within US GAAP still has options. US GAAP suggests that when there is no clear guidance available, entities may look to other parts of the accounting guidance to analogize the proper treatment in their situation. Following this process, a for-profit entity believing this transaction to be a grant could analogize guidance from non-profit section (FASB ASC 958) that otherwise would not apply to them. They may also seek to analogize from International Accounting Standards.
In all cases, the organization should disclose their accounting policy and treatment of these PPP loans within the footnotes of their financial statements. A liability will be recorded on the front end, regardless of whether the transaction is viewed as a loan or a governmental grant. Accrued interest will also need to be recorded and addressed.
The effective difference between the two views (loan versus governmental grant) seems to be the date when the liability is converted into income. In the forgiveness of a loan, the liability is converted upon legal release of the obligation. In the conditional contribution (or grant), the liability is converted when the conditions are substantially met.
Please reach out to Mike Bedel at (317) 613-7852 or [email protected] if you’d like assistance accounting for your PPP loan forgiveness.
This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

Main Street Lending Program Updates

(Editor’s Note: All information included herein is as of June 9, 2020.)

This is a follow up to our original newsletter on the Main Street Lending Program (MSLP) on April 22, 2020.

The Federal Reserve Board announced revisions to the MSLP on Monday. The changes are geared to make the program more accessible to small and midsize businesses.

Significant changes to the program include:

  • Lowering the minimum loan size to $250,000 from $500,000.
  • Increasing the maximum loan size. Amounts vary depending on which vehicle within the program is selected.
  • Increasing the term of each loan option to five years from four years.
  • Extending the repayment period for all loans by delaying principal payments for two years, rather than one.

The Main Street program supports companies with less than 15,000 employees and less than $5.0 billion in 2019 revenue that were in good financial standing before the COVID-19 crisis. The program fills the need for funding companies that are too large for the Paycheck Protection Program (PPP), but receiving a PPP loan or Economic Injury Disaster Loan (EIDL) does not preclude a company from receiving a MSLP loan.

The program is not currently operational but is expected to be soon. A list of Frequently Asked Questions on the program can be found here. A summary of the three different facilities within the MSLP can be found here.

If you are interested in obtaining financing through the MSLP, we recommend letting your lender know soon. If we can assist you in explaining the programs’ provisions, analyzing the potential benefits or helping you with gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

The Ever-Evolving World of the PPP Loan

On Friday, June 5, 2020, the President signed the Paycheck Protection Flexibility Act (PPF), which modifies certain provisions in the Coronavirus Aid, Relief, and Economic Security (CARES) Act, and Paycheck Protection Program (PPP).

Key provisions of this bill are:

  • A change in the Maturity for Loans with a Remaining Balance After Application of Forgiveness”. Initially, the PPP language indicated a maximum maturity of 10 years for a covered loan. The U.S. Treasury (Treasury) and Small Business Administration (SBA) then issued an Interim Final Rule (April 15, 2020) indicating the maturity for these loans would be two years. The new PPF modifies the maturity to be “a minimum of 5 years and a maximum maturity of 10 years”. So, an indication of additional time to pay back any unspent PPP loan funds.
  • It is unclear how this change in the term of a loan will be applied to existing PPP loans. The PPF states, this change shall apply to any loan made on or after the enactment of the PPF and that lenders and borrowers are not prohibited from mutually agreeing to modify the maturity terms of a covered loan. So, it may be up to you and the bank to negotiate a new term.
  • A change in the “covered period”. To date, the covered period has been described as the eight weeks (56 days) after distribution of PPP loan proceeds. Subsequent Frequently Asked Questions, Interim Final Rules and the Loan Forgiveness Application have provided varying definitions of the covered period to include costs incurred and payments made within and subsequent to the eight-week period. The PPF now extends the eight-week period to the earlier of twenty-four (24) weeks or December 31, 2020. This provides borrowers with a much longer window to use the PPP loan funds and thus increased the potential amount of loan forgiveness.
  • This new covered period (24 weeks) appears to apply to all PPP loans existing prior to the PPF or originated after. The PPF language indicates a borrower who received a PPP loan prior to the PPF may elect to use an eight-week period. This seems to be an indication that twenty-four weeks will be the covered period utilized unless a borrower chooses otherwise.
  • With the extension of the covered period, the PPF also extended the measurement date for one of the Full-Time Equivalent Safe Harbors from June 30, 2020 to December 31, 2020.
  • The PPF adds new “exemptions” to the reduction in loan forgiveness if in “good faith”:
    • The borrower is able to document an inability to rehire individuals who were employees of the borrower on 2/15/2020, and
    • The borrower is able to document an inability to hire similarly qualified employees for unfilled positions on or before 12/31/2020.
    • The borrower is able to document an inability to return to the same level of business activity as such business was operating at before 2/15/2020, due to compliance with requirements established or guidance issued by the Secretary of Health and Human Services, the Direct of Centers for Disease Control and Prevention, or the Occupational Safety and Health Administration during the period beginning on 3/1/2020 and ending 12/31/2020, related to the maintenance of standards for sanitation, social distancing, or any other work or customer safety requirement related to COVID-19.
  • The PPP initially included no restrictions on the portion of PPP loan funds that had to be spent on payroll costs versus non-payroll costs (interest, rent and utilities) to be considered for loan forgiveness. The Treasury and SBA, in their Interim Final Rule (April 15, 2020) implemented a 75/25 split of PPP loan funds requirement for loan forgiveness. The PPF revises the 75/25 split to 60/40. This revision appears to apply to both existing and new PPP loans, as there is no effective date associated with this revision.
  • The PPF increased the “Deferral Period” for a PPP loan
    • Initially the CARES Act provided for a deferral period of between 6 months and 1 year for payment of principal, interest and fees on a PPP loan.
    • The PPF now indicates the Deferral Period will be until the date on which the amount of forgiveness determined under section 1106 of the CARES Act is remitted to the lender. This seems to indicate a borrower can defer principal, interest and fees on a PPP loan until after approval of their application for loan forgiveness by the SBA.
    • In a prior Interim Final Rule, the SBA indicated the loan forgiveness process will provide the lender with 60 days to review and approve a borrower’s application, then the SBA will have 90 days to review (if it so chooses or the PPP loan is in excess of $2 million) the loan forgiveness amount determined.
    • Thus, the deferral period appears to be at least 150 days after December 31, 2020 (the last safe harbor measurement date for a PPP loan forgiveness reduction). With the following caveat.
  • The PPF also indicates a due date for applying for loan forgiveness. The due date will be within ten (10) months after the last day of the covered period. Failing to apply for loan forgiveness within this window of time will result in loan payments starting at the expiration of the 10th month.

If we can assist you in explaining the programs’ provisions, analyzing the potential benefits or helping you with gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

PPP Loan Forgiveness Interim Final Rule

On Friday, May 22, the SBA released two new interim final rules for PPP loans. The interim final rules can be found at:
This new guidance addresses requirements for loan forgiveness, loan review procedures, and borrower and lender-related responsibilities.
If we can assist you in understanding this new guidance, explaining the programs’ provisions, analyzing the potential benefits or helping you with gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.
             Jason Thompson-Direct at 317-608-6694 or [email protected]
             Eric Woodruff-Direct at 317-613-7850 or [email protected]
             Lisa Blankman-Direct at 317-613-7856 or LBlankman@sponselcpagroup.com
This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

IRS Update on COVID-Related Provisions

The Internal Revenue Service has issued Alert Number 2020-06, which provides guidance to a number of modifications initiated due to their response to COVID matters, including:

  • Deferral of Employment Tax Deposits
  • New Employee Retention Credit
  • Paid Sick and Family Leave Credits
  • Other References to related COVID matters
  • Draft Form 941 and Instructions

We recommend that you review these updates on a regular basis to ensure compliance with IRS Guidance.

If we can be of assistance, please do not hesitate to call us at 317-608-6699. Thank you!

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

Loan Forgiveness Application

On Friday, May 15, the SBA released the much anticipated application for PPP loan forgiveness. The application and instructions can be found here. The application will be submitted by the borrower to their lender.

This new guidance does answer some questions that have been asked since the program was rolled out like “How do I calculate the reduction in FTE’s?,” but there are still some questions that we don’t have an answer to yet, such as “What are transportation utilities?”

If we can assist you in explaining the programs’ provisions, analyzing the potential benefits or helping you with gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

PPP FAQ Update

On May 13, 2020, the United States Treasury Department (the Treasury) issued an update to the PPP FAQs. The update includes Questions 46 and 47. Question 46 appears to be the “additional guidance” promised in the answer to Question 43, regarding how the Treasury will review a borrower’s certification to determine whether or not it was made in “good faith.”

The answer to Question 46, states,“Any borrower that, together with its affiliates, received PPP loans with an original principal amount of less than $2 million will be deemed to have made the required certification concerning the necessity of the loan request in good faith.”

Question 47, then extends the May 14 deadline for repayment of a PPP loan to May 18, giving PPP borrowers additional time to review this new guidance provided in Question 46. The current FAQs are available at the following link:

https://home.treasury.gov/system/files/136/Paycheck-Protection-Program-Frequently-Asked-Questions.pdf

If we can assist you in explaining the programs’ provisions, analyzing the potential benefits or helping you with gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.

          Jason Thompson-Direct at 317-608-6694 or [email protected]

          Eric Woodruff-Direct at 317-613-7850 or [email protected]

          Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

Indiana DOR Announces Additional Filing and Payment Extensions

Today, the Indiana Department of Revenue announced additional filing and payment extensions, which are outlined below. Most notable is the extension of the individual and corporate estimated payment dates to July 15, which align with the federal extended payment dates previously announced by the IRS.

  • Indiana individual estimated payments originally due on June 15, 2020, are now due on or before July 15, 2020.
  • The deadline for filing a claim for refund of Indiana income tax set to expire between April 1 and July 14, 2020, is now extended to July 15, 2020 (including refunds of withholding or estimated tax paid in 2016).
  • Indiana corporate estimated payments due on April 20, May 20 or June 22, 2020, are now due on or before July 15, 2020.
  • The Indiana corporate tax returns listed due on May 15, June 15 or July 15, 2020, are now due on August 17, 2020. This includes forms IT-20, IT-41, IT-65, IT-20S, FIT-20, IT-6WTH and URT-1.

Today’s IDR announcement can be viewed in full at the following link.

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

A Week in the Life of the PPP Loan Program

Our last communication on PPP loans shared the issuance of the Internal Revenue Services’ (IRS) Notice 2020-32, which clarifies that no tax deduction is allowed for an expense if the expense paid results in loan forgiveness under the PPP program.

On May 6, 2020, Bloomberg published an article indicating a bipartisan group of senators introduced a measure to clarify SBA’s Paycheck Protection Program so small businesses can deduct expenses paid with a forgiven PPP loan from their taxes. Planning in an ever-changing environment can be challenging. At this point, it is best to stay flexible and plan for a variety of outcomes.

Since May 1, we have seen the Small Business Administration (SBA) update the PPP’s Frequently Asked Questions (FAQ) for FAQs 40 through 45. The following is a brief review of a couple of these new FAQs:

40. Question: Will a borrower’s PPP loan forgiveness amount (pursuant to section 1106 of the CARES Act and SBA’s implementing rules and guidance) be reduced if the borrower laid off an employee, offered to rehire the same employee, but the employee declined the offer?

AnswerNo. As an exercise of the Administrator’s and the Secretary’s authority under Section 1106(d)(6) of the CARES Act to prescribe regulations granting de minimis exemptions from the Act’s limits on loan forgiveness, SBA and Treasury intend to issue an interim final rule excluding laid-off employees whom the borrower offered to rehire (for the same salary/wages and same number of hours) from the CARES Act’s loan forgiveness reduction calculation. The interim final rule will specify that, to qualify for this exception, the borrower must have made a good faith written offer of rehire, and the employee’s rejection of that offer must be documented by the borrower. Employees and employers should be aware that employees who reject offers of re-employment may forfeit eligibility for continued unemployment compensation.

This FAQ lays out a process for rehiring laid off employees; however, this process may be overridden by the interim final rule yet to be issued on this topic. Until the interim final rule is released, this FAQ provide business owners’ good guidance on a process for documenting the rehiring or attempted rehiring of laid off employees.

43Question: FAQ #31 reminded borrowers to review carefully the required certification on the Borrower Application Form that “current economic uncertainty makes this loan request necessary to support the ongoing operations of the Applicant.” SBA guidance and regulations provide that any borrower who applied for a PPP loan prior to April 24, 2020 and repays the loan in full by May 7, 2020 will be deemed by SBA to have made the required certification in good faith. Is it possible for a borrower to obtain an extension of the May 7, 2020 repayment date?

Answer: SBA is extending the repayment date for this safe harbor to May 14, 2020. Borrowers do not need to apply for this extension. This extension will be promptly implemented through a revision to the SBA’s interim final rule providing the safe harbor. SBA intends to provide additional guidance on how it will review the certification prior to May 14, 2020.

This FAQ indicates additional guidance is on the way with regards to meeting the requirements of the certification that accompanies the PPP loan application. We eagerly await this guidance as the current guidance is vague and confusing for many existing PPP borrowers.

45Question: Is an employer that repays its PPP loan by the safe harbor deadline (May 14, 2020) eligible for the Employee Retention Credit?

Answer: Yes. An employer that applied for a PPP loan, received payment, and repays the loan by the safe harbor deadline (May 14, 2020) will be treated as though the employer had not received a covered loan under the PPP for purposes of the Employee Retention Credit. Therefore, the employer will be eligible for the credit if the employer is otherwise an eligible employer for purposes of the credit.

This FAQ acknowledges that an additional provision of the Coronavirus Aid, Relief, and Economic Security Act (CARES Act), the Employee Retention Credit, can be used by PPP borrowers who returned their loan proceeds by May 14, 2020. The Employee Retention Credit is a fully refundable tax credit for employers equal to 50 percent of qualified wages (including allocable qualified health plan expenses) that Eligible Employers pay their employees. This Employee Retention Credit applies to qualified wages paid after March 12, 2020 and before January 1, 2021. The maximum amount of qualified wages taken into account with respect to each employee for all calendar quarters is $10,000, so that the maximum credit for an Eligible Employer for qualified wages paid to any employee is $5,000 for payroll taxes of an employee. Recipients of a PPP loan cannot utilize this credit.

If we can assist you in explaining the programs’ provisions, analyzing the potential benefits or gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

IRS Weighs in on Tax-Free Loan Forgiveness of the PPP Program

Typically when a loan is forgiven, it results in taxable income; however, the CARES Act specifically states that loan forgiveness under the Paycheck Protection Program (PPP) will not be taxable. Unfortunately, the IRS just weighed in and rained on the parade.

The IRS issued Notice 2020-32, which clarifies that no tax deduction is allowed for an expense that is otherwise deductible if the payment of the expense results in loan forgiveness under the PPP program. In other words, while the proceeds from the forgiveness of the PPP loan are not taxable, the associated expenses for which the loan proceeds were used (i.e. payroll, interest, rent, utilities) are also not deductible by the taxpayer.

The recent position taken by the IRS begs the question — “Was this the intent of Congress when they drafted the CARES Act”?

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

Paycheck Protection Program Considerations

President Trump signed the Paycheck Protection Program and Health Care Enhancement Act (“Enhancement Act”) on April 24. This legislation infuses an additional $310 billion into the Paycheck Protection Program (“PPP”).
Numerous recent headlines have shown the spotlight on the distribution of the first round of PPP funds to large prominent public and private companies. Many have questioned the propriety of the eligibility requirements.
As you may remember, the Coronavirus Aid, Relief, and Economic Security Act (“CARES Act”) provided a $2.2 trillion stimulus package that allocated funding to small businesses through new and enhanced loan programs administered by the Small Business Administration (“SBA”). The PPP was one such program designed specifically to provide eligible small businesses immediate relief, if they believe that “current economic uncertainty” of the COVID-19 pandemic makes such a loan for their business “necessary to support their ongoing operations,” and were willing to certify to the lender to that affect.
PPP offers funds covering up to eight weeks of payroll, the program’s purpose is to reduce the growth of unemployment, help small businesses retain employees, and enable them to rebound quickly once the pandemic is under control. Unfortunately, the initial guidance promulgated by the SBA did not provide any definition or specifics regarding the nature or extent of the required impact to operations or the “current economic uncertainty” that would make the loan request “necessary to support ongoing operations.” In addition, the PPP loan has a forgiveness component if a business meets certain conditions.
On April 23, the SBA updated its Frequently Asked Questions Document to add FAQ 31. Any business that received a PPP loan prior to the issuance of this new guidance and who now believes that they do NOT demonstrate the necessity for the loan, can repay the loan in full by May 7, 2020. Any business that does so will be deemed by the SBA to have made the required good faith certification on their PPP loan application.
We certainly understand that there has been a justifiable rush for eligible small businesses to expedite processing of these loans and you may have already submitted or be primed to submit your PPP application, but we do want to caution you as to the potential risks of receiving these funds, as these loans will be subject to regulatory and public scrutiny. Loan recipients will not remain anonymous as EINs will be made public. We anticipate heightened government scrutiny will be forthcoming to investigate potential fraud and abuse. Businesses who have received PPP loans and are later found to have not qualified under the eligibility rules and/or businesses who do not use the funding in accordance with the terms of the program, could be subject to significant legal or regulatory consequences.
Given the revised guidance issued by the SBA and the pending May 7, 2020 deadline for returning loan proceeds, we strongly encourage your organization’s management and board of directors to carefully review your company’s financial situation. Specifically, consider whether your circumstances fall within the spirit and intent of this economic relief program. It is critical that you maintain complete and accurate documentation to support your eligibility for such funding, the specific use of these funds, as well as your qualifications for forgiveness under the terms of the program (the specific guidelines for forgiveness have yet to be clarified). This documentation will greatly minimize your potential exposure to any challenges related to your participation in this loan program, as many of the factors impacting your qualification for these loans are organization specific.
This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

Paycheck Protection Program and Health Care Enhancement Act

The Payroll Protection Program (PPP) opened up on April 3, 2020 and ran out of funds on April 16, 2020. In that 13 days, approximately 1.7 million loans were approved for over $342 billion. Details on the PPP activity are available in a report issued by the SBA on April 16, 2020.

In an article published by Bloomberg, an analysis of this information indicates approximately 68 percent of Indiana businesses with less than 500 employees may have received enough in loan funds to cover 2.5 months of payroll. Indiana ranked 16th in the U.S. in this analysis. For Indiana businesses in the remaining 32 percent (that haven’t been able to get a PPP loan), additional funding is here.

The President signed the bill today (April 24, 2020) for additional funding for the PPP through the Paycheck Protection Program and Health Care Enhancement Act. The following is a summary of the funding of the bill:

  • An additional $310 billion for the PPP:
    • $310 billion will go toward the existing PPP (to restart the program that was suspended on April 16)
    • $60 billion (of the $310 billion) is earmarked for lending institutions with assets under $50 billion (smaller community banks and credit unions, specifically)
      • $30 billion for loans made by institutions with assets between $10 billion and $50 billion; and
      • $30 billion for loans made by institutions with assets less than $10 billion
  • An additional $60 billion for Economic Injury Disaster Loan Program (EIDL):
    • $50 billion for EIDL and
    • $10 billion for the EIDL grant program (does not have to be repaid)
  • Includes expanded eligibility for agricultural enterprises to be eligible for EIDL as well as PPP
  • $100 billion for healthcare:
    • $75 billion for reimbursement to hospitals and healthcare providers to support the need for COVID-19-related expenses and lost revenue
    • $25 billion for necessary expenses to research, develop, validate, manufacture, purchase, administer, and expand capacity for COVID-19 tests

We have seen several indications that the additional PPP funds, like the first round of funding, are insufficient to cover the demand for these loans and thus they are expected to go quickly.

If you were unable to get a PPP loan in the first go around, this will be your second chance. Contact your banking institution and do what you can to be prepared to apply as soon as the application process reopens. If we can assist you in explaining the programs’ provisions, analyze the potential benefits or assist you with gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

Main Street Lending Program

(Editor’s Note: All information included herein is as of April 21, 2020)

As you may have heard, the PPP & EIDL loans are currently on hold pending further congressional action. There was another lending program included in the CARES Act, the Main Street Lending Program (MSLP), that has not received as much attention as the other loans, and the Federal Reserve is still working on the specifics and application process. The MSLP provides for up to $600 billion in loans to small and midsize businesses. This program opens up funding to some businesses that were not eligible for the PPP; however, if you were able to obtain a PPP, you are not necessarily excluded from the MSLP.

There are two facilities under the MSLP program. The Main Street New Loan Facility (MSNLF) is for unsecured new term loans originating on or after April 8, 2020. The Main Street Expanded Loan Facility (MSELF) applies to existing secured or unsecured loans originated before April 8, 2020. Although the application is not yet available and there are still final regulations to be published, here is what we know as of now.

  • The MSLP will be run through banks
  • Loans are available to U.S. companies with up to 10,000 employees or less than $2.5 billion in 2019 revenue that were in good financial standing prior to COVID-19
  • Loans will have a 4-year term with principal and interest payments deferred for 12 months
  • The interest rate will be adjustable at the Secured Overnight Financing Rate (SOFR) plus 250 to 400 basis points
  • No prepayment penalty
  • Collateral:
    • MSNLF — No collateral required
    • MSELF — Will include the same collateral securing the existing loan on pro rata basis.
  • Minimum loan amount = $1,000,000
  • Maximum loan amount:
    • MSNLF — the lesser or $25,000,000 or an amount, when added to the borrower’s existing outstanding and committed but undrawn debt, is not more than 4x the borrower’s 2019 Earnings Before Interest, Taxes, Depreciation and Amortization (EBITDA)
    • MSELF — the lesser of $150,000,000, 30% of existing outstanding and committed but undrawn bank debt, or an amount, when added to the borrower’s existing outstanding and committed but undrawn debt, is not more than 6x the borrower’s 2019 EBITDA
  • Borrowers must make “reasonable efforts” to maintain their payroll and retain employees during the term of the loan
  • Borrowers must commit to not using funds to repay or refinance preexisting loans and lines of credit
  • Borrowers may not do any of the following for 12 months after the loan agreement commences:
    • Purchase its own or parent company’s equity securities listed on national securities exchange
    • Pay dividends on common stock or make capital distributions
    • For employees whose 2019 wages exceed $425,000, pay more than $425,000 in 12 consecutive months or pay a severance that is twice the total 2019 compensation that employee received.
    • For employees whose 2019 wages exceed $3,000,000, pay more than $3 million plus 50% of their 2019 compensation in 12 consecutive months.

If you are interested in obtaining financing through the MSLP, we recommend letting your lender know soon. If we can assist you in explaining the programs’ provisions, analyze the potential benefits or assist you with gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

This communication is intended to provide general information on legislative COVID-19 relief measures as of the date of this communication and may reference information from reputable sources. Although our firm has made every reasonable effort to ensure that the information provided is accurate, we make no warranties, expressed or implied, on the information provided. As legislative efforts are still ongoing, we expect that there may be additional guidance and clarification from regulators that may modify some of the provisions in this communication. Some of those modifications may be significant. As such, be aware that this is not a comprehensive analysis of the subject matter covered and is not intended to provide specific recommendations to you or your business with respect to the matters addressed.

PPP Loan Forgiveness — Planning Ahead

(Editor’s Note: All Information included herein is as of April 10, 2020.)

For many, the past week has been a mad dash to apply for the Small Business Administration’s (“SBA”) 7a Paycheck Protection Program (“PPP”) loans. Up to this point, the focus for businesses applying has been how to file, where to file, how to calculate payroll costs and what support is needed by the SBA and/or your bank.

Now that PPP loan applications have been “submitted,” “approved” or “authorized,” businesses wait as the SBA and banks hash out the details on how loan funds will be documented, managed and accounted for when disbursed. We don’t know the exact timeline for when funds will start to be disbursed (initial indications are 10 days after “approval”), but while we wait for the “process” to be hashed out, it is a good time for borrowers to begin focusing on their own process for documenting and managing these funds so as to maximize the amount of qualifying loan forgiveness.

One of the attractive features of a PPP loan is the potential for a portion, or potentially all, of the loan to be forgivable. The amount of forgiveness will be equal to the sum of the following costs incurred and payments made during the eight-week period after receipt of the PPP loan funds:

  • Payroll costs (same definition used in calculating the amount you can borrow under a PPP loan)
    • Payroll costs may be limited if there is a reduction in:
      • The business’s “average number of full-time equivalent employees per month” employed during the eight-week period versus either:
        • February 15 ,2019 to June 30, 2019, or
        • January 1, 2020 to February 29, 2020 (the period chosen for this comparison is at the discretion of the borrower)
        • Seasonal employers have to use the February 15, 2019 to June 30, 2019 period for comparison
    • An employee’s (those making less than $100,000 on an annualized basis) total salary or wages during the eight week period that is more than 25 percent less than the total salary or wages of the employee during the most recent full quarter (we anticipate this to be Q1 2020) during which the employee was employed prior to the eight week period
    • If these reductions occur between February 15, 2020 and April 26, 2020 (30 days after the date of the act) the reduction can be excluded from reducing the amount of loan forgiveness, if by June 30, 2020 the reduction has been eliminated (if the employee is hired back or their total salary or wages are restored to the pre-eight week period amount)
  • Interest on a “covered mortgage obligation” — a covered mortgage obligation is any indebtedness or debt instrument incurred in the ordinary course of business that:
      • Is a liability of the borrower
      • A mortgage on real or personal property, and
      • Was incurred before February 15, 2020
      • Excludes any prepayment of or payment of principal
  • Rent — the rent paid must be obligated under a leasing agreement that was in force before February 15, 2020
  • Utilities — includes payments for a service for the distribution of electricity, gas, water transportation, telephone or internet accessfor which service began before February 15, 2020

Subsequent guidance issued after the CARES Act was signed into law, indicates that the total of these amounts is further limited to a 75/25 percent split, with 75 percent consisting of payroll costs and the remaining 25 percent consisting of interest, rent and utilities.

What should you be doing to make sure you maximize your loan forgiveness? Here is a list of suggestions that may make the process of identifying these costs and therefore reporting these amounts easier:

  • If possible, set up a separate checking account for the PPP loan fund proceeds. Having a separate account for just these funds allows for only PPP loan fund transactions to be recorded in the account, preventing any co-mingling of the PPP loan funds with other existing funds and the need to separate or reconcile which funds were used for qualifying transactions.
  • Calculate the following for the relevant time periods:
    • Average number of full-time equivalent employees per month — at this time, there is limited guidance on how to calculate this number. The CARES Act language indicates, “The average number of full-time equivalent employees shall be determined by calculating the average number of full-time equivalent employees for each pay period falling within a month.”
      • If this information isn’t part of your regular payroll reports, it may make sense to request it from your payroll provider (some providers have special reports they can produce as a result of gearing up for PPP loans).
      • If you do your own payroll reporting, it may make sense to begin isolating this information to perform these calculations, so you are familiar with the data when it comes time to report.
  • Salary or wages for employees in the quarter prior to the eight-week period. We anticipate for most businesses this will be January 1, 2020 to March 31, 2020 (Q1, 2020).
  • Identify reductions in employee count or salary and wages that have occurred so you can determine whether reversing these reductions can occur before June 30, 2020.
  • For interest, rent and utilities keep your supporting statements readily available for the next couple months.

If you begin planning now for reporting and summarizing the required supporting amounts of qualifying expenses for PPP loan forgiveness, you will be able to maximize the amount of the PPP loan that is forgiven.

The SBA continues to produce new and revised guidance for PPP loans. As additional guidance is issued, please be aware it may result in changes to the above information. We encourage you to refer to our COVID-19 Resource Center, for updates.

If we can assist you with your PPP loan questions, please call any Sponsel CPA Group Team member or our PPP Task Force colleagues listed below:

Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

COVID-19 Response — SBA Loans: Update #2

As stated in our previous e-blast on Saturday, the U.S. Small Business Administration (SBA) has been authorized to offer two new loan facilities to assist business owners:

7(a) Paycheck Protection Program (PPP)

7(b) Economic Injury Disaster Loan (EIDL)      

These two separate SBA Loan Programs carry the same objective to support businesses during the COVID-19 disruptions, but have different qualification criteria, loan terms, dollar limits, and related conditions.

The EIDL program is currently accepting applications and you can register directly with the SBA at: https://covid19relief.sba.gov/#/. Applying for the EIDL, also allows you to be immediately eligible for the $10,000 emergency economic injury grant advance — that is not required to be repaid.

PPP loans will be administered by an SBA preferred lender. The initial application has been posted by US Treasury and is available at https://home.treasury.gov/system/files/136/Paycheck-Protection-Program-Application-3-30-2020-v3.pdf. It is expected that the respective SBA preferred lenders will have their own additional requirements to process these loan applications, in some cases those requirements are yet to be determined. Starting April 3, 2020, small businesses and sole proprietorships can apply. Independent contractors and self-employed individuals can start applying on April 10, 2020.

Although the funding available under the PPP is significant, there is a funding cap established by Congress of $349 Billion. We anticipate these loans will be in high demand and funding will not be available for long. Therefore, we encourage anyone who is interested in applying to reach out to your bankers NOW to determine if they are preferred SBA lenders, what other forms or documents you will need to provide, and be prepared with your information to apply the day applications are open for acceptance.

If we can assist you in explaining the programs’ provisions, analyze the potential benefits or assist you with gathering the needed information, please call any Sponsel CPA Group Team member or our colleagues listed below.

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

The Families First Coronavirus Response Act

By Lisa Purichia
Partner, Director of Accounting & Retirement Plan Services
[email protected]

Author’s Note: This is VERY IMPORTANT information for employers. Additional supporting regulations and guidelines are to be issued this week. This is effective April 1, 2020.

Our Federal Government is moving FAST with relief measures, and we are doing our best to keep you informed. We will update you when the additional guidance promised for this week is issued.

On March 18, 2020 the President signed into law the Families First Coronavirus Response Act (FFCRA). This Act will extend additional assistance and protections to individuals and businesses affected by the COVID-19 crises. The Act requires employers with less than 500 employees to provide a certain amount of paid sick and paid leave (Leave) to employees affected by COVID-19 and provides affected employers with a corresponding employment tax credit. In addition, the FFCRA temporarily expands the Family and Medical Leave Act (FMLA) requirements to offer protected Leave related to the coronavirus. The FFCRA’s paid Leave provisions are effective on April 1, 2020 and apply to Leave taken between April 1, 2020 and December 31, 2020.

The Act contains three sections of significant interest for employers:

  • Emergency Paid Sick Leave
  • Emergency Family and Medical Leave Expansion Act
  • Tax Credits for Paid Sick and Paid Family and Medical Leave

The Act provides that covered employers must provide to all employees:

  • Two weeks (up to 80 hours) of paid sick leave at the employee’s regular rate of pay (up to a maximum of $511 per day) when the employee is unable to work because the employee is quarantined (pursuant to Federal, State, or local government order or advice of a healthcare provider), and/or experiencing COVID-19 symptoms and seeking a medical diagnosis; or
  • Two weeks (up to 80 hours) of paid sick leave at two-thirds the employee’s regular rate of pay (up to a maximum of $200 per day) because the employee is unable to work because of a bona fide need to care for an individual subject to quarantine (pursuant to Federal, State, or local government order or advice of a healthcare provider), or care for a child (under 18 years of age) whose school or childcare provider is closed or unavailable for reasons related to COVID-19.

A covered employer must provide to employees who have been employed for at least 30 days:

  • Up to an additional 10 weeks of paid expanded family and medical leave at two-thirds the employee’s regular rate of pay where an employee is unable to work due to a bona fide need for Leave to care for a child whose school or childcare provider is closed or unavailable for reasons related to COVID-19.

Covered Employers: applies to certain public employers and private employers with fewer than 500 employees under the provisions of the FFCRA. PLEASE NOTE: Employees on leave, temporary employees jointly employed by the employer and another employer, and day laborers supplied by a temp agency should be included in the 500 number.

Small businesses with fewer than 50 employees may qualify for exemption from the requirement to provide Leave due to school closings or childcare unavailability if the Leave requirements would jeopardize the viability of the business as a going concern. More information and guidance on this factor is expected to be released in the next week.

Emergency Paid Sick Leave applies to employees who are unable to work (or telework – work remotely) and who meet any of the following conditions:

  • Is subject to a Federal, State or local quarantine or isolation order related to COVID-19;
  • Has been advised by a health care provider to self-quarantine related to COVID-19;
  • Is experiencing COVID-19 symptoms and is seeking a medical diagnosis;
  • Is caring for an individual subject to an order described in (1) or (2) above;
  • Is caring for a child whose school or place of care is closed (or childcare provider is unavailable) for reasons related to COVID-19; or
  • Is experiencing any other substantially similar condition as specified by Health and Human Services.

Emergency Family and Medical Leave Expansion Act applies to employees who have been employed for at least 30 calendar days and are unable to work due to the employee is caring for a child whose school or place of care is closed (or childcare provider is unavailable) for reasons related to COVID-19.

Tax Credits for Paid Sick and Paid Family and Medical Leave is for covered employers for all qualifying wages paid under the FFCRA. Under guidance that is to be released this week, eligible employers who pay qualifying sick or childcare leave will be able to retain an amount of the payroll taxes equal to the amount of qualifying sick and childcare leave they paid, rather than deposit them with the IRS.

The payroll taxes that are available for retention include withheld federal income taxes, the employee share of Social Security and Medicare taxes and the employer share of Social Security and Medicare taxes with respect to all employees.

If there are not sufficient payroll taxes to cover the cost of qualified sick and childcare leave paid, employers will be able to file a request for a refund from the IRS or apply as an overpayment. The IRS expects to process these requests in two weeks or less. More details of this new process are to be announced this week.

Non-Enforcement Period

The U.S. Department of Labor (DOL) will be issuing a temporary non-enforcement policy that provides a period of time for employers to come into compliance with the Act. Under this policy, DOL will not bring an enforcement action against any employer for violations of the Act so long as the employer has acted reasonably and in good faith to comply with the Act. The DOL will instead focus on compliance assistance during the 30-day period.

Employers Required to Display Information Poster

The U.S. Department of Labor released the required notification poster for the FFCRA that is to be posted in workplaces and distributed to remote workers. Here is the link: https://www.dol.gov/sites/dolgov/files/WHD/posters/FFCRA_Poster_WH1422_Non-Federal.pdf

Additional Information and Guidance Forthcoming

Additional information is expected to come out on the tax credits this week. If we can assist you further with how these may affect you or your business, please call Lisa Purichia (317) 608-6693 or email [email protected].

CARES Act and Related SBA Loan Programs

Yesterday, the President signed the Coronavirus Aid, Relief, and Economic Security (CARES) Act into law. This Act creates relief for small businesses and their employees who are adversely affected by the COVID-19 outbreak through loans made available through the Small Business Administration (SBA) 7(a) Loan Program. This is in addition to a separate program already in place through the SBA, to provide Economic Injury Disaster Loans (EIDL) through the 7(b) program. To the business owner, these can be very confusing. Summarized below are the significant items related to each loan program.

CARES Act – 7(a) loan “Paycheck Protection Program”

  • Eligibility: Small businesses, defined as businesses with less than 500 employees operating as of 2/15/2020, nonprofit organizations, veterans’ organizations and tribal businesses. (Some exclusions based on industry, see the Act for definitions.) This includes sole-proprietors, independent contractors and self-employed individuals.
  • Eligible Uses: Loans are intended to be used to pay payroll costs (compensation, health care benefits, paid leave and retirement benefits) for employees, mortgage interest, rent, utilities, and interest on other debt. These loans can also be used to refinance EIDL loans originated between 1/31/2020 and borrowings under the CARES Act.
  • Loan Terms: $10,000,000 Maximum | Interest Rates of no more than 4% | 10 year term after application for loan forgiveness on unforgiven portion | No loan fees
  • Collateral: No collateral or personal guarantees
  • Application process: Applications are funneled through SBA approved lenders.
  • Applicants must make a “good faith certification” that they have been impacted by COVID-19 and will use funds to retain workers and maintain payroll and other debt obligations.
  • Items need to apply: To be determined by SBA
  • Loan forgiveness: a portion of this loan is eligible for loan forgiveness. The amount potentially forgiven is based on a calculation of actual payroll costs, mortgage interest, rent and utilities incurred within the 8-week period immediately following the loan disbursement. The amount of forgiveness could be reduced if the number of full-time equivalent employees or the amount of salary and wages is reduced during the 8-week period.
  • Loan forgiveness is not taxable to the borrower.

Economic Injury Disaster Loans – 7(b) loan

  • Eligibility: Small businesses, typically defined as businesses with less than 500 employees, and private nonprofits. (Some exclusions based on industry.)
  • Eligible Uses: Loans are intended to be working capital loans used to pay fixed debts, payroll, accounts payable, and other bills that can’t be paid due to the loss of revenue caused by COVID-19. These loans cannot be used to cover lost profits or to refinance existing debts.
  • Loan Terms: $2,000,000 Maximum | Interest Rates of 3.75% for small business and 2.75% for nonprofits | Maximum length of 30 years | No loan fees
  • Collateral: required for all loans over $25,000. Real estate will be taken as collateral when available
  • Borrowers may request an emergency advance of not more than $10,000 within three days after submitting an application. An applicant is not required to repay any amounts of an advance, even if the application is subsequently denied.
  • Application process: Applicants are encouraged to apply online at https://disasterloan.sba.gov/ela/ | Applications will be approved on a case by case basis | Applicants must have an acceptable credit history to the SBA
  • Items needed to apply (but not limited to): SBA Form 5 | IRS Form 4506-T | Most recent Federal Income Tax Returns | Personal Financial Statement for each principal owning 20% or more | Schedule of Liabilities listing all fixed debts

We are monitoring these developing guidelines, and additional information is expected to come out on the CARES loan application process over this weekend and early next week. Approved lenders are expected to begin accepting applications in 7-10 days.

This is a rapidly moving program and process, with a number of details and requirements yet to be determined and provided to applicants and their advisors.

At Sponsel CPA Group, we have assembled an internal SBA Loan Task Force to assimilate this information and advise our clients and friends. In addition, we will be able to assist business owners in a relatively streamlined process to package the required data as will be required by SBA and the authorized lenders (all yet to be specifically prescribed).

             Jason Thompson-Direct at 317-608-6694 or [email protected]

             Eric Woodruff-Direct at 317-613-7850 or [email protected]

             Lisa Blankman-Direct at 317-613-7856 or [email protected]

If we can assist you in explaining the programs’ provisions, analyze the potential benefits or assist you in with gathering the needed information please call any Sponsel CPA Group Team member or our colleagues listed above.

How We Are Handling Coronavirus

At Sponsel CPA Group, we are keenly aware of the potential impact of the coronavirus (COVID-19). As many of you are, we are taking steps to provide for the continuity of our client services and the safety of our employees and clients as we navigate through the uncertainty of the outbreak, along with the potential health and economic ramifications.

We are staying up-to-date on the latest developments. The actions we are taking include monitoring resources such as the Centers for Disease Control and Prevention (CDC)the World Health Organizationthe Occupational Safety and Health Administration (OSHA); and our local public health department.

As you know, this is one of the busiest times of the year for accounting firms with tax filings and financial statement regulatory deadlines rapidly approaching. Disaster preparedness is an integral part of our firm’s risk management program. Below are some of the features of the plan and the actions we are taking:

  • Understanding the risk: This is a rapidly evolving situation, and we are monitoring reports from the CDC and other health agencies to enhance our knowledge and understanding of the spread of the coronavirus. We are tracking regional transmission in affected areas, and are actively taking steps to support our employees, clients and our surrounding communities.
  • Ensuring access to our firm: We are taking additional precautions within our work environment to help keep our employees and visitors healthy. We plan to communicate more via email, teleconference, video conference, and other forms online communication, in lieu of face-to-face meetings whenever possible, but we will remain available to meet in person to the extent necessary to service your needs. Currently our physical offices remain open; however, we are preparing in the event we need to operate remotely. We remain committed to maintaining our firm’s quality control standards.

Our top priorities are the health and safety of our employees and clients. We will continue to monitor guidance from health experts and government recommendations, and we will do our very best to maintain the quality and timeliness of our services to you. We appreciate your flexibility and support during this time, and our thoughts remain with everyone affected by the COVID-19 crisis.

Sponsel CPA Group Named One of the Best Places to Work in Indiana — Again!

Sponsel CPA Group is proud to be recognized for the second year in a row by the Indiana Chamber of Commerce in its list of the Best Places to Work in Indiana.

The 125 winning companies represent nearly 30 cities and towns across the state, ranging in size from 15 to more than 1,000 employees. Top companies are determined through employer reports and comprehensive employee surveys compiled by The Best Companies Group.

“We’re proud to keep our streak going with this continued recognition as one of the best places to work in Indiana,” said Managing Partner Tom Sponsel. “From day one, we’ve never settled for the status quo. We’re committed to thriving as a different kind of CPA firm with a personal touch that leaves a lasting impression on those we serve. We know we can only accomplish that goal by creating a warm, compassionate culture, and we thank our dedicated team members for keeping it that way!”

The Indiana Chamber of Commerce will unveil final company rankings on June 4 during an awards dinner at the Indiana Convention Center in downtown Indianapolis.

December 2019 Newsletter

Before we head out for the holidays, join us for this look at how to prepare for 2020, retirement planning, Sponsel community outreach efforts and more!

Employee Spotlight: Karen Hume

Karen Hume’s first experience with Sponsel CPA Group was as a client. Knowing it was a great team of people to work with, she happily joined the firm as a Manager in the Accounting Services department about a year ago. Karen came equipped with more than 20 years of accounting experience in positions varying from Senior Accountant and Controller to Vice President of Finance.

As a Manager, Karen oversees and directs our services to clients that require customized accounting solutions, and she also assists with general bookkeeping, payroll services, and monthly, quarterly and annual financial reporting.

Outside of the office, Karen is a movie buff and bookworm. She also enjoys spending time with family and friends — some from as far back as elementary school!

November 2019 Newsletter

In this month’s newsletter, read about leadership and turning your company into a classroom. Learn more about our team members as well!

How Much Time Did You Spend in a Classroom This Year?

By Lila Casper, CPA
Senior, Audit & Assurance Services
[email protected]

It’s easy to get lost in the daily grind, especially as the holidays sneak up on us. We focus so much on getting through the work week that we lose sight of the big picture. Is your business prepared for 2020? Is your business prepared in general? What new skills have you added?

Inventor Alexander Graham Bell said, “Before anything else, preparation is the key to success.” Preparation isn’t only important for the upcoming year, but your long-term success is dependent on a skilled workforce. With the technological changes we are experiencing, you and your workforce cannot stand still.

A company should be a continuous learning environment, a “classroom” that encourages constant growth. With the ebb and flow of the marketplace along with ever-evolving technology changing the way we do business, we need to specifically allocate time toward improving our collective skills bank. Oftentimes that will require you to actually enroll in a specific training course … in a classroom for learning. You would be foregoing a productive labor “hour” today for long-term success.

If you haven’t spent time in skill building this year, you must add this to your 2020 operating plan and budget. What are your team’s major areas of weakness? What skills do your competitors have that are superior to yours? What kind of skill improvement programs should you develop?

Make it fun by turning team-building exercises into opportunities for company outings! Take your crew to an escape room or a gaming and entertainment center. This will go a long way in boosting employee morale, retaining talent and unlocking the creativity gene they didn’t know they possess.

Another good way to retain talent is to make sure you are helping your team members reach their professional goals. Lend a hand in plotting their career development. They should envision their employment as a “Career Path” and not just a J-O-B!

Encourage them to sharpen their skills and keep improving, and be willing to fund their training costs. Team members appreciate leaders who truly care and advocate for their employees. Taking the time to invest in your team members’ professional lives will pay off for your business.

As Benjamin Franklin said, “By failing to prepare, you are preparing to fail.” Hit the “books,” so to speak, learn new skills and spend quality time in building your own personal skills and the skillset of your employees to realize a successful business result.

If we can assist you further with achieving success in your business or personal affairs, please contact Lila Casper at (317) 613-7860 or email [email protected].

The Same Ethics in Life Apply to Business

By Jason Thompson, CPA/ABV, ASA, CFE, CFF
Partner and Director of Valuation and Litigation Services
[email protected]

We take ethics seriously here at Sponsel CPA Group. In fact, we regularly undergo ethics training, and must pass an ethics exam before obtaining a CPA license. But the fact of the matter is that EVERY company should conduct their business in an ethical manner. Ethical behavior is a critical foundation for all stakeholders, especially your team of employees.

Business ethics are really no different than the ethics you employ in your personal life. Always ask yourself, “Am I doing the right thing?” You should do the right thing regardless of pecuniary consequences — that is the hard part! If a customer returns a faulty product or expresses disappointment with a service, making it right with them is the only solution. This investment in the customer experience is the right thing to do, and long term benefits will be richly achieved!

If you’re giving out refunds, you may find yourself worrying about your short term financial results. Think about the long-term benefits instead. You’re establishing your business as one with integrity, one that cares about its customers and stands behind their product or service. Those are the businesses that stick around for the long haul. Your customers know that you will do them right!

Your employee group will also rally around this honorable habit. They will be proud to work with a company that values the customer experience and is profoundly focused on the relationship with its customers. In many cases, these same companies have an above average relationship with their team of employees, as people like to work in environments with which they can take pride in being associated!

If you operate with best practices, employees and customers will respect you and pledge their loyalty. Think of the regulars at mom-and-pop coffee shops. They would probably prefer the convenience of a drive-thru Starbucks, but they keep going to the family-owned store because it has a sense of history and character. They like the people pouring their coffee. That personal touch. They value the trusted relationship.

A business can’t run effectively without a strong sense of ethics. If you’re not doing what’s right for your customers, employees and other stakeholders … what are you doing exactly? Stay focused on what’s right, and your business will keep booming.

If we can assist you further with achieving success in your business or personal affairs, please contact Jason Thompson at (317) 608-6694 or email [email protected].

Employee Spotlight: Brandon Cangany

Brandon Cangany joined the Sponsel family as an accounting intern in 2013, after graduating with distinction from IUPUI’s Kelley School of Business at IUPUI with a double major in finance and accounting.

As a Manager in the Tax Services department, he specializes in tax compliance, strategy and planning for clients in a wide variety of industries. With a focus in privately-held, family-owned businesses as well as not-for-profit entities, he provides strategic solutions to businesses and their owners.

Brandon has a CPA license and is a member of the Indiana CPA Society (INCPAS).

Outside of the office, Brandon enjoys cheering on the Indiana Pacers and the Indiana University Hoosiers.

August 2019 Newsletter

We’ve reached a remarkable milestone — Sponsel CPA Group’s 10th anniversary! This special edition newsletter will highlight the progress of our firm since its founding.

What We’ve Learned On Our Journey

Our firm had a humble beginning, starting with four partners and a team of just 18 employees. We had a vision for a better way to serve  the clients we hopefully would secure, and we wanted to be a “New Kind of CPA firm.” Our enthusiasm lit the way in the shadow of the Great Recession, which was definitely a risky time to give birth to a new business. (Many were doubtful of our potential for success). As we celebrate our 10th Anniversary, Sponsel CPA Group stands as a testament to the power of perseverance, working as an unselfish team, the drive of an entrepreneurial spirit and withstanding the risk of failure!

The Sponsel Team is now 36 strong, with a reputation as one of the Best Places to Work in Indiana. We’re also proud to be listed in the Indianapolis Business Journal’s Book of Lists as one of the top 25 CPA firms in Indianapolis.

This growth and recognition is encouraging, as it means we’ve lived up to our vision of bringing a personal touch that keeps clients and team members happy. These relationships are of the utmost importance to us. Strong bonds form the bedrock of an effective business.

We’ve learned many lessons while traveling down this long road to success. First, trust is key: trust in your vision, your team and your gut. Don’t let the speedbumps along your path discourage you from pushing forward. Stay patient for the long-term results. Don’t be distracted by the temptations of short term windfalls, but keep your focus on the long term success that carries much greater rewards.

This recalls what social reformer Jacob Riis famously said: “When nothing seems to help, I go and look at a stonecutter hammering away at his rock, perhaps a hundred times without as much as a crack showing in it. Yet at the hundred and first blow it will split in two, and I know it was not that blow that did it but all that had gone before.”

Don’t QUIT, as SUCCESS may be just around the corner.

We’ve certainly spent a long time — with great effort, much humility and great people — to build a great team and a great business.

We thank everyone, past and present, for helping us construct a firm we’re proud to call our own.

We look forward to building on the foundation of our first 10 years in the decade ahead!

Celebrating Our Team

Our firm has evolved significantly over our first 10 years, and our talented team of professionals becomes stronger every day. (We have four new college recruits starting in September!) Our vision for a relationship-based business came to fruition, as we’ve grown into a company where relationships with co-workers and clients start with a business purpose, but friendships quickly grow out of those relationships.

The compassionate culture here has helped us recruit and retain terrific talent. No one takes a backseat at Sponsel. We encourage every staff member to chart their own course. Their aspirations become our own, and we cheer them on as they climb the ladder toward their career goals. We’ve been proud to see team members excel within the firm and grow into leaders in the community as well. For example, take Lisa Purichia, who was recently installed as the President of the National Association of Women Business Owners – Indianapolis Chapter (NAWBO Indianapolis). Our first college intern is now an experienced Audit & Assurance Manager. Two of the original 18 employees have been promoted to partners. We help people GROW!

We’re building a diverse team of skilled and talented people who want to find a purpose in and out of the office. Helping them balance their personal lives and ambitions is important to us. As we strive to emphasize in our recruiting campaign, this company cares about the people who keep it running.

Happy Sponsel team members make happy clients!

While a great line of products and services can certainly help keep any company alive, the people behind the scenes are vital. They make a milestone like 10 successful years in business possible.

We wouldn’t be here without all of our team members from our humble beginnings up until now. Thank you to everyone who has made Sponsel CPA Group what it is today.

We are NOT done but just getting started. Watch our team grow and achieve greater success, as we serve our clients in the way they want to be served — in a customized manner!

Our Vision for the Future — IT IS A BRIGHT ONE!

With our reputation as one of the top accounting firms and one of the Best Places to Work in Indiana intact, we’re confident that a bright future lies ahead for Sponsel CPA Group. We’ve accomplished much in the last 10 years, planting the seeds for the firm in an economically challenging period and growing into a powerful team of capable and passionate professionals.

Challenges are inevitable — for us and our clients — but we strive to remain a steady hand in both booming economic times and economic downturns. Building our business is about providing impactful solutions, responding to the current challenges of our clients and maintaining an optimistic outlook as we help our clients focus on their long term success.

To us, clearing the hurdles in your path is not a cause for discouragement but a source of motivation and inspiration. We’re committed to helping others overcome their own obstacles and realizing the dreams and goals they have laid out for themselves and their respective enterprises.

We will continue to deliver excellent service as a relationship-based firm that brings a personal touch to every business exchange. We will make it easy for our clients to do business with us. We will endeavor to enhance our relationships with other professionals (attorneys, insurance, investments, etc.), as they see us as a complementary professional resource in serving our mutual clients — we make the team BETTER! We seek to be viewed as a credible resource that always acts in the BEST INTEREST of our clients. We don’t view each new client matter on a transactional basis, but rather as a relationship on a continuum of success.

We will continue to hone our skills and utilize new technology to deliver our services in an even more efficient manner. We will innovate and try new things. Even after 10 remarkable years, there is always room for continuous learning and improvement, from the greenest employee to the senior partner!

We must continue to enhance our brand. The Sponsel brand is still a work in progress, but we’re quite proud of what it stands for now. After a whirlwind decade, the Sponsel name is synonymous with high-quality service, high employee morale, a commitment to the Central Indiana business community and a spirited group of people to work with.

We pledge to work even harder for our clients and business colleagues in the next decade.

Thank you for joining us in our journey!

July 2019 Newsletter

This month’s explores the best states for business, the importance of asking questions and the recent accomplishments of Sponsel team members!

Indiana Rises Through Ranks of Business-Friendly States

In a recent CNBC study, Indiana was ranked among the top 20 states for business. In fact, since last year, it has moved up five spots on the list — from 16 to 11.

This score was determined based on input from a wide variety of business experts, government sources and the states themselves. CNBC scores the states on 64 metrics across 10 main categories: economy, workforce, infrastructure, cost of doing business, quality of life, education, technology and innovation, business friendliness, access to capital, and cost of living.

As in previous years, the Hoosier state scored well in cost of doing business and business friendliness, ranking fourth in the nation in both categories. What’s even more impressive is that it’s now ranked first in infrastructure.

As CNBC’s state profile shows, Indiana also boasts low individual and corporate income tax rates, topping out at 3.23% and 5.75%, respectively. The Tax Foundation’s 2019 State Business Tax Climate Index ranked Indiana in the top 10 states with the best tax structure for business.

Although CNBC’s list is the most watched, many other sources produce lists of state business and economic rankings. Here’s where Indiana stacks up in a few of those:

Sponsel CPA Group is proud to do business in the Hoosier state. We believe these rankings will keep fellow Hoosier businesses motivated and also attract new businesses and talent to share in their success.

It is also very important that as responsible Hoosier citizens, business owners and entrepreneurs, we continue to build on our past successes and position our communities for a great quality of life for all stakeholders and our employees! We should strive to be participants in our shared success and not merely spectators.

Employee Spotlight: Michelle Badger

Michelle Badger joined the Sponsel CPA Group family around this time last year. With a business certificate from IUPUI and 15 years of experience in the field of accounting, she brings a wealth of knowledge to the table.

Michelle serves as an administrator in the Tax Services department, preparing individual, corporation, partnership, fiduciary and other tax returns.

Outside of work, Michelle loves spending time with her three grown children — two sons and a daughter. She also enjoys traveling and cheering on the Pacers.

June 2019 Newsletter

In this month’s newsletter, we talk about innovation, people of influence — including one of our clients, DK Pierce — and recent Sponsel accomplishments.

Are You a Person of Influence?

By Tom Sponsel, CPA/ABV, CFF
Managing Partner
[email protected]

Owners and CEOs aren’t the only movers and shakers in the business world. Anyone in your company can be a Person of Influence (POI), and you should strive to not only earn that title yourself but inspire others to live up to it as well.

What makes for a person of influence? This person is like the Larry Bird of your company — they make everyone around them better! They inspire fellow employees to bring their A-game to every task. They do this through their demonstrated work ethic, professional success, can-do attitude and commitment to persevere through the challenging times.

A person of influence speaks up, emitting a sense of enthusiasm that rubs off on everyone around them. In staff meetings, they’re the ones spewing out big-picture ideas. They could be a chief creative person, a production guru, a manager, an accountant — you name it!

Among other things, a person of influence brings an attitude that drives motivation, mobilizes resources, generates value and affects change. They always deliver the goods!

How do you ensure that your business has many persons  of influence? Talk to your employees! Inspire them with your vision for the company, encourage them to offer their own ideas, make them feel like they can make a considerable impact. Don’t just engage them in large staff meetings — meet with them one-on-one! If you show faith in them, they will rise to the occasion and become strong forces of influence for many years to come. A person of influence makes the whole team better and is an integral part of the success. The more POIs you have on your team, the faster you will grow and achieve success.

If we can assist you further with achieving success in your business, please contact Tom Sponsel at (317) 608-6691 or email [email protected].

Change the Status Quo — Get with Your Creative Side

By Eric Woodruff, CPA
Partner, Audit & Assurance Services
[email protected]

Surrendering to routine is all too easy, especially in a well-established successful business, but that does NOT guarantee you FUTURE success! You may find yourself continuing to do things in a certain way simply because that’s the way you’ve always done them. Why is this a problem? Why try and fix something “not broken?” Even if it seems like your business is doing just fine, you won’t continue to grow if you don’t challenge the status quo! You must instill a creative entrepreneurial spirit within your team.

First, don’t be afraid to identify weaknesses or shortcomings in your processes and procedures. Putting them under the microscope will shed light on what’s actually working versus what has simply and arbitrarily become protocol. Is it the best practice possible?

Create a culture of constant improvement. Perhaps you should dedicate monthly meetings to discussing areas in which you can implement impactful changes. Be deliberate by putting someone in charge of affecting change. Appoint a Chief Innovation Officer (CIO) to develop ideas and long-term strategies for implementing them. This person could also help you identify these three important aspects of your business: what you should stop, what you should start and what you should continue.

Look at what happened when Amazon stopped solely selling books and started shipping CDs, DVDs, video games, groceries and more. Think about how movie theaters are getting rid of their stiff chairs and offering luxurious recliners. Change proved to be successful in these cases.

On the other hand, in the early years the railroad companies believed they were in the “railroad business” — think where they may be if they considered themselves in the “transportation business?”

In your time of reinvention, you should also turn to your customers. When was the last time you sat down with them and asked what they honestly think of your products and services? If they find them merely adequate, statistics show that you risk losing those customers to a competitor. Consider feedback from vendors as well. Outsider perspectives are crucial to helping you revitalize your business.

You shouldn’t be afraid of change. Embrace it! You should fear keeping with the status quo. So get back to the drawing board and start throwing bold, brave ideas at the wall. You’ll be surprised by what sticks. All stakeholders will benefit and your company or organization will have a new vitality that becomes contagious.

If we can assist you further with achieving success in your business, please call Eric Woodruff at (317) 613-7850 or email [email protected].

Employee Spotlight: Karen Parson

Karen Parson started at Sponsel CPA Group around this time last year. (Happy anniversary, Karen!)

Equipped with several years of experience in the accounting industry, she provides support to the Audit & Assurance Services team, serving as an Administrative Assistant to Tom Sponsel, Mike Bedel, Jason Thompson and Eric Woodruff.

Outside of the office, Karen is happily married with two grown children and two grandchildren. She enjoys spending time with her family and teaching a Bootcamp fitness class every morning before work.

Confessions of a Tax Filing Procrastinator

By (Name withheld at request of author) 

Be honest: Were you like me and waited until the last minute to file your taxes this year? Even though I promised myself a year ago that I would start anew? Or did you miss the deadline entirely and have to apply for an extension — again, at the very last minute? Some of my procrastinating groupies even dropped their tax information to their preparer a couple days before the deadline and then were upset they had to file an extension! It’s like they think the tax filing deadline changes every year and they don’t understand the significance of APRIL 15! But I would like to help you make your tax filing process less stressful in the future, by sharing advice that I have never heeded.

If you found yourself anxiously digging through a year’s worth of  paperwork and scrambling to find your W2 and 1009 forms, here are some tips to make the whole process run more smoothly for 2019 — BUT YOU MUST START NOW!

Start as soon as possible — LIKE TODAY. I recommend you organize your data and keep a file or large envelope as a central gathering spot for all your tax related documents and receipts. Starting early will also give you time to consult with a CPA in order to make sure there’s nothing you overlooked. Getting your tax information to your CPA in late February or early March will provide adequate time for preparation. This also allows time to consider IRA contributions and other tax savings matters that may be available to you.

Keep the tax law changes in mind. Study them closely. Click here for thorough guides and articles covering individual aspects of the 2017 Tax Cuts and Jobs Act and how the new law might affect you or your business. Given that most taxpayers cannot understand the IRS code, let alone interpret it, a professional — like a CPA — can deliver better value, if utilized properly. Fun Fact: The instructions for the 2017 FORM 1040 EZ (the simplest of forms) was 184 pages — how is that for simplicity? 

Take advantage of your 401(k). Increase your personal contribution by at least one percent per year to reach your savings goal and experience the benefits of your employer’s matching contributions. The accumulation of those rather smaller amounts begins to compound quite nicely! And it grows on a tax-deferred basis.

Pay yourself first before wasting dollars. Segregate your money on a regular basis to fund tax payments. A good way to do this is to set up an automatic transfer to your “tax savings” account. For taxpayers that are required to make quarterly estimated tax payments, segregating those funds into a separate bank account — maybe even at a different bank — will give you peace of mind when it comes time to remit to the federal and state governments that the funds are there, minimizing the risk of penalties and interest.

Be deliberate in managing your finances. Don’t be like me, the Procrastinator. Gather and organize all of your tax forms in a file where everything is labeled clearly. Take that difficult first step in developing a plan to reduce your credit card debt (credit card interest is not tax deductible) or pay off your student loans. Set weekly or monthly goals for paying off a certain amount. These are just a few of the many things you can do to make your financial situation less overwhelming, especially come tax filing time. Review your tax saving activities monthly to make sure you are adhering to your personal plan.

Of course, you can always file a six-month extension with the IRS, but it’s better to rip the Band-Aid off and take care of your taxes as early and easily as possible. Remember that filing an extension is only an extension of time to file. You are still required to pay the taxes due as of the filing deadline of April 15.

Conclusion: You know the saying: There only two things certain in life — DEATH and TAXES! One you can control, the other you cannot. Take control NOW, to not only make filing your 2019 taxes more efficient, but to enhance your ability to make timely financial decisions that have a tax impact. Many times there are alternative ways to minimize a transaction from a tax standpoint, and advanced planning with a CPA is regularly advised.

If we can assist you further with achieving success in your business or personal affairs, please contact Sponsel CPA Group at (317) 608-6699.

Employee Spotlight: Tina Kelly

Tina Kelly has been with Sponsel CPA Group from the very beginning. With more than 30 years of experience in the accounting industry, she is a vital asset to the team.

As a Manager in the Accounting Services department, Tina assists clients with bookkeeping, payroll processing, personal property tax preparation and financial reporting. She is also a QuickBooks Desktop and Online Certified Pro Advisor, helping with the setup, installation and training process for this accounting software.

Outside of work, Tina is happily married with two grown daughters and five grandchildren. She loves spending time with her family, whether they’re camping, hiking or just enjoying a quiet afternoon of reading together.

March 2019 Newsletter

In this month’s newsletter, learn about leadership, think differently about failure, take a behind-the-scenes look at the Indianapolis Children’s Choir and more!

Leadership Requires Focus and Vision

By Lisa Purichia
Partner, Director of Accounting & Retirement Plan Services
[email protected]

A true leader not only has a clear idea of what they want when they walk through the door of their business every day. They also have a vision for the company three-to-five years down the road.

Whether you’re a CEO, department head or manager, you may not know all the steps needed to fulfill your vision. But you can build a team that will help you carve out a path toward your goals. Here’s where focus comes into play as well. We live in a world so saturated with social media and sensational news that we can easily lose sight of daily tasks and long-term objectives. Rise above the chaotic state of society, and make sure you and your team have your eyes on the prize at all times!

A leader should maintain a laser-like focus that rubs off on those around them. Confidence is also key! Your calm, confident demeanor can carry the team over hurdles that would otherwise kill a company. That’s the power of positive thinking.

Be the kind of leader you would want to follow. Think of how you would want to be comforted and motivated in the face of obstacles.

As business guru Simon Sinek said, “So much of starting a business or affecting change is the confidence and courage to simply try.” And it’s easier to be brave when you have a strong team behind you. The new year isn’t so new anymore. It’s time to take larger leaps toward the future of your business. Make it a bright one!

If we can assist you further with achieving success in your business or personal affairs, please contact Lisa Purichia at (317) 608-6693 or email [email protected].

Failure is the First Step Toward Success

By Eric Woodruff, CPA
Partner, Audit & Assurance Services
[email protected]

“When one door closes, another opens; but we often look so long and so regretfully upon the closed door that we do not see the one which has opened for us.”

So said Alexander Graham Bell, the father of the telephone. This month not only marks his birthday but also the date he patented this groundbreaking invention. When he tried to sell the patent to Western Union, the company’s president turned his nose up at the idea, dismissing the telephone as a toy. But that didn’t discourage Bell. He pressed on with the development of the communication device, which is now a vital part of our everyday lives.

Failure is a possibility in any venture. Bell faced technical difficulties, naysayers and lawsuits, but every speed bump ultimately pushed him further on the road to success. Keep this in mind as you pursue your professional goals.

As you build your business, be willing to take risks. If your company’s not growing, it’s dying. And the only way to foster growth is to think outside the box and try new things. Bring different perspectives to the table. Expand your products and services. Think about what happened when Netflix shifted from DVD rentals and sales to online streaming. Or when Amazon went from exclusively selling books to offering albums, DVDs, video games, software, kitchen supplies and more.

When you’re in the midst of business development, know your limits. Don’t try to carry the load on your own. Surround yourself with an encouraging workforce and find people who can succeed where you fail. Not every leader has the Midas touch. There’s no shame in leaning on others to carry the company forward.

The most important thing to remember is that failure isn’t the end point. It’s part of the learning experience. Discovering what doesn’t work in your business is an essential step toward its success.

These ideas apply to leaders on any level — from CEOs to managers. As we continue transitioning into the new year, now is a good time to step outside your comfort zone and start thinking about how to grow more successful. Don’t be afraid of failure along the way!

If we can assist you further with achieving success in your business or personal affairs, please call Eric Woodruff at (317) 613-7850 or email [email protected].

Client Profile: Indianapolis Children’s Choir

As the executive director of the Indianapolis Children’s Choir (ICC), Don Steffy often finds himself reflecting on his own youth when he watches the young performers. His mind drifts back to the days of being a child actor, and he remembers what made him fall in love with performing.

“The commitment these young people make is incredible, and they don’t realize how hard they’re working because they’re having so much fun,” he said. “When I was their age, I didn’t realize I was making such a strong commitment. I was just totally enjoying what I was doing. When I started doing plays as a kid, I was in two or three productions a year, which meant that 9 to 10 months of my year were spent in rehearsals and performing on stage.”

Steffy went on to spend much of his life bathed in theater lights. Before stepping behind the scenes, Steffy enjoyed a long and illustrious career as a professional classical ballet dancer alongside his wife, Marylou. They performed in ballet companies across America and Europe and danced together in the original Broadway cast of Seven Brides for Seven Brothers, among many other prestigious productions.

Prior to assuming his position with the ICC, Steffy served as the artistic director/CEO for the Montgomery Ballet. He also opened and created operations for the Pike Performing Arts Center. His leadership role there led him to join the board of directors for the ICC and eventually step in as the organization’s executive director.

Steffy serves as a liaison between the community and the ICC, spreading the word about the organization, securing funds, acquiring new talent, and helping people advocate for the choir.

Each year, the ICC serves 5,500 young people across the state, including more than 2,500 singers between the ages of 18 months and 18 years who are enrolled in the organization’s weekly, comprehensive music education programs. Headquartered on the Butler University campus, these programs show the diversity of central Indiana with participants from nearly 20 counties, representing more than 359 schools and 56 school districts. The ICC holds 110 rehearsals and music classes each week at locations throughout Central Indiana.

Founded in 1986, the ICC is now a cultural staple of Indiana. The choir has performed for gubernatorial and mayoral inaugurations and many other landmark events, including Super Bowl XLVI in 2012 and the 100th running of the Indianapolis 500 in 2016. But the ICC isn’t just a Hoosier treat. The choir has performed on every continent except Antarctica.

“One of the biggest rewards of my job comes when I sit in the audience of a major concert, relax and listen to the beautiful music that these young artists can produce, knowing that behind the music is a process and personal journey that impacts a child for a lifetime,” Steffy said. “It’s really remarkable. Raising funds is also satisfying in the sense that we’re ultimately engaging businesses and individuals to invest in these kids’ futures.”

As it states in its list of core values, the ICC aims to “enrich the lives of children from all religious, racial, cultural and economic backgrounds.” And this mission goes beyond offering the gift of music. Through its philanthropic initiative, “Children Helping Children,” the ICC teams up with not-for-profit organizations throughout the state to provide children with food, clothing, school supplies, etc.

Steffy credits Sponsel CPA Group as one of the advocates that keeps the ICC running and serving Indiana through “more than just singing” — the organization’s byline.

“Whenever we have a financial question, the Sponsel team gives us insightful perspectives,” he said. “And they offer helpful advice on the best practices of soliciting financial support and connecting to communities all across Indiana.”

Employee Spotlight: Kendra Koerting

Kendra Koerting took on the receptionist role at Sponsel in the spring of 2015. She is the first person that clients and team members face when they walk through our doors.

In addition to greeting people and setting a friendly, professional mood, Kendra assists the administrative team with anything that helps the firm continue to thrive.

Outside of work, Kendra is happily married with a grown daughter and son, both of whom are now newlyweds. In addition to spending time with family, Kendra enjoys cheering on her favorite sports teams — the Chicago Cubs and Dallas Cowboys.

Changes to Hardship Distributions for Retirement Plans

By Jo-Ann Lewandowski, QKA
Manager, Retirement Plan Services
jlewandowski@sponselcpagroup.com
 
As part of the Bipartisan Budget Act of 2018, the IRS has proposed new regulations on hardship distributions for retirement plans. Once these regulations become law, plan sponsors will then need to amend their plans’ hardship distribution provisions by the last day of the plan year beginning on or after January 1, 2019.

A hardship distribution is an optional distribution feature in a 401(k) plan. The following is a list of common financial needs that qualify as hardships.

  • Funeral expenses
  • Unreimbursed medical expenses for you, your spouse or dependents
  • Payment of college tuition and corresponding education costs for you, your spouse, your dependents or children who are no longer dependents
  • Payments to prevent eviction or home mortgage foreclosure
  • Purchase of an employee’s principal residence
  • Expenses for damage to employee’s principal residence
Listed below are the major changes that will be implemented in conjunction with the passing of the Bipartisan Budget Act. Companies need to amend their retirement plan in order to take advantage of these changes.
  • Employees will no longer have to wait 6 months to make 401(k) contributions after the issuance of a hardship distribution.
  • Employees are no longer required to obtain a plan loan option to qualify for a hardship.
  • 401(k) contributions, safe harbor contributions and investment earnings are now eligible for hardship withdrawals.
  • Employees can add a “primary beneficiary under the plan” – an individual for whom qualifying medical, educational and funeral expenses may be incurred (regulations had previously referenced only a spouse or dependent).
  • Certain disasters – such as hurricanes, floods and wildfires, etc. – are now qualifying expenses.
  • The home casualty reason for hardship does not have to be in a federally declared disaster area.
For more information about employee benefit and retirement plans, please contact Jo-Ann Lewandowski at (317) 613-7842 or email jlewandowski@sponselcpagroup.com.

Sponsel Gives Back to the Community for Day of Caring

Working with not-for-profits is an integral part of our company’s culture. We take pride in serving organizations that give back to our community. This month, we were happy to volunteer some time and effort to Second Helpings and Volunteers of America.

Second Helpings, October 25: Pictured left to right: Vince Ravotto, Brandon Cangany, Karen Parson, Michelle Badger, Emily Campbell, Abigail Hedges, Philip Jackson, Meg Nowak and Bill Barks

 

 

 

 

 

 

 

 

 

 

 

 

Volunteers of America, October 31: Pictured left to right: Mike Bedel, Lindsey Anderson, Dalton Mudd, Courtney Morin, Galen Monroe and Kendra Koerting

Sponsel Tackles the Indy Backpack Attack

Sponsel CPA Group is always happy to participate in the Indy Backpack Attack. Since 1999, this six-week school supply drive “has been helping students get the tools essential to learn and be successful in the classroom.”

This year, Sponsel split into two teams and held a contest to see which one could collect the most supplies. Congratulations to the Gold Team! Of course, we appreciate the efforts of everyone involved on both sides. Special thanks to Chris Sargent for heading up this event and delivering the school supplies.

Engage with Your Employees

By Lisa Purichia
Partner, Director of Entrepreneurial Services & Employee Benefit Services
[email protected]

The job market in Indiana has been remarkably healthy. The state’s unemployment rate recently dropped to 3.2 percent and has remained below the national rate for more than four years. As a result, valued employees are very hard to attract and retain! We can honestly state that maintaining a capable workforce is the #1 problem for most of our clients. As more and more people enter the workforce, the demands of growth make it mandatory to focus in a very specific manner on how to keep employees committed for years to come.

Embrace the idea of engagement. There are several ways to keep your employees committed to your workplace in their specific assigned tasks and eager to help grow the company! One key way is to help them understand how their day-to-day tasks contribute to the company’s larger overall mission. Let them know they’re an important part of the big picture and how their specific task creates a more valuable product or service when coupled with the efforts of the whole team.

Always keep employees in the loop: Communicate, Communicate, Communicate. Sharing the latest operating results, challenges met and overcome, new businesses signed, short-term goals, as well as the long-term vision for the company will make them feel like they are closely connected to the team and working toward a common purpose. Managers may have to sometimes bridge the understanding between the short-term efforts and how they are stepping stones to the BIGGER long-term goals and measures of success.

Ask employees about their own goals. Are they carving out a specific career path? Talk to them about their plans and how you can help them achieve personal success in their work life and in their personal affairs. Many may have never considered a “Career Path” or a “Personal Improvement Plan.” Taking an interest in their hopes and aspirations will keep them motivated to give their best. Encouragement is crucial — as is coaching and mentoring! You must make your employees feel like you’re always rooting for them to excel. You must be sincere and genuine in your efforts to help them achieve their goals.

The more they know you care about them, the more they will care about their tasks. Engagement occurs when the employees are in sync and working together in a seamless fashion to accomplish the goals of success! For more advice on how to engage your employees and grow your organization, please contact Lisa Purichia at (317) 608-6693 or email [email protected].

Focus on the Long-Term Vision

By Tom Sponsel, CPA/ABV, CFF
Managing Partner
[email protected] 

Convincing stakeholders (employees, managers, shareholders, vendors and customers) to invest resources in your business can be a daunting task, especially if you are focusing on a Long-Term Vision over numerous operating business cycles. Staying committed to building a company isn’t always easy, as the day-to-day headaches can get in the way of the leader’s vision! But with a little time, perseverance, focus of a committed team and faith, you can work toward creating a consistent pattern of growth and keeping your stakeholders committed and energized!

In order to keep growing as a company, it’s important for everyone involved to never lose sight of the BIG PICTURE — that vision thing! Look beyond the ever-moving peaks and valleys of your place in your respective marketplace and focus on goals for the future. Perseverance is the key. The Stock Market ebbs and flows, but in the closely held business world, don’t get distracted by what goes on in the Publicly Traded Company world. Always be aware and vigilant over the macro-economic environment, but focus on the Key Performance Indicators for your respective industry and most importantly your business enterprise.

A good start is to develop a three-to-five-year plan. Determine the most essential resources you’ll need to reach the level of success you desire and have planned for. Outline your goals and the course of action you will take to achieve them. Establish a timeline with milestones to measure your progress. Share your vision with all your stakeholders and set realistic expectations. Remind them that the seeds of investments take time to germinate. The most beautiful flowers don’t bloom right away, so to speak.

Building a business takes patience and a positive attitude. Don’t let minor setbacks get you down. You’re bound to hit a few bumps on the road toward a bright future. Allow your LONG-TERM vision to be your “Guiding Light!”

If we can assist you with achieving success in your business or personal affairs, please contact Tom Sponsel at (317) 608-6691 or email [email protected].

Employee Spotlight — Abigail Hedges

Abigail Hedges started at Sponsel in September of last year, right on the heels of her graduation from Taylor University, where she earned a bachelor’s degree in accounting and management.

As a Staff Accountant in the Tax Services department, her role involves preparing individual, business, non-profit, fiduciary and other tax returns.

Two months after she started at Sponsel, Abigail tied the knot with the love of her life. Outside of work, she enjoys cooking, reading, working on puzzles and watching movies with her wonderful husband.

Are Relationships Really That Simple?

By Eric Woodruff, CPA
Manager, Audit & Assurance Services 
[email protected]

Spending a little quality time with your colleagues can make a huge difference! Just look at what happened when New England Patriots coach Bill Belichick offered to spend more time mentoring offensive coordinator Josh McDaniels. This gesture reportedly played a large part in convincing McDaniels to stay in New England and pass on the head coaching position for the Indianapolis Colts. McDaniels considered the extra time with Belichick to be “extremely valuable.”

One of the main reasons people quit their jobs is because of an inadequate relationship with their immediate supervisor. The best way to build a strong rapport with your employees is to be like Belichick — pencil in some one-on-one time with them and show that you care. Even a brief, sincere interaction can leave a lasting impact.

Remember — it’s all about quality, not quantity. You don’t have to sit down with your colleagues for hours and tell them your whole life story. Just ask how they’re doing as you pass them in the hallway or take a few minutes to chat with them during your lunch break. Focus on subject matters that are important to them. You’d be surprised how much of a difference it makes just to have these short, simple conversations. You open the door to easier conversations when the topics become more challenging.

These days, we tend to forget about the value of face-to-face communication, or even picking up the phone. We get lost in cyberspace, always sending texts and sifting through emails. Although it may be more convenient, digital communication just doesn’t make the same impression as talking to someone in person. We’re so accustomed to dashing off messages that we lose sight of how much it means to people when we take the time to have a more intimate, meaningful interaction with them. You should make the interaction impactful but in a casual and informal manner.

Please note: Efficient communication rarely results in EFFECTIVE Communication

The more you show your employees that you care about them, the more motivated they will be to deliver on the results that your team seeks from them. Don’t let your relationship with them get lost in the flurry of emails. Make it flourish with a caring relationship, based on mutual respect and achieving the goal of the whole team!

If Sponsel CPA Group can assist you with achieving success in your business or personal affairs, please contact Eric Woodruff at (317) 613-7850 or email [email protected].

Responsibility Breeds Motivation

By Tom Sponsel, CPA/ABV, CFF
Managing Partner
[email protected] 

Every good manager knows that the key to improving productivity is to hire talented people with skill sets that are commensurate with the needs of the workforce. But as a business grows and more managers are necessary to supervise a larger number of employees, breakdowns can sometimes occur when it comes to delegating responsibility.

Good delegation requires adequate orientation to the task or duty, timely follow-up, meeting deadlines and holding the delegate accountable for the quality of the project. Where managers become frustrated is when they do not see the results they wanted at the end of the process.

A mistake often made is when the supervisor takes the project back and completes it himself or herself. While it may serve as a quick-fix, it only increases the burden on the manager, reducing their capacity to act in a supervisory mode. And it sends the message to the employee that they do not have your trust.

While it’s tempting to blame problems on a lack of drive on the part of the employee, in my experience responsibility actually breeds motivation. The majority of workers desire to do well in their endeavors, and will raise their level of performance to meet higher expectations.

The secret is that the delegation of authority must be performed in a way where the employee is held accountable to the level of expectations. When a project is turned in with sub-par results, the manager should explain where their work is lacking and have them fix what’s wrong, rather than the manager allowing it to boomerang back to them to fix or complete.

Good management is in many ways a teaching process, and that takes time and patience. By omitting the learning experience that comes with timely feedback and accountability, a supervisor is only setting the employee up for more failure.

I believe that when employees know they are solely responsible for the delegated project and that you’re depending on them to deliver at a commensurate level and on a timely basis, they will become more motivated to meet those expectations.

If you really want to motivate your staff, you should delegate liberally, providing clearly defined expectations and giving employees the autonomy they need to complete a task. And let them know they’ll be held accountable to that prescribed high standard.

The only way to build a capable and qualified staff that will help your company grow is by investing your trust in them, so managers feel comfortable delegating important duties, and employees are properly motivated to deliver polished returns.

In the end, you’ll find you have a stronger team of employees, a less frustrated manager, and a culture of coaching that workers will pass on as they move up the chain.

If we can assist you with achieving success in your business or personal affairs, please contact Tom Sponsel at (317) 608-6691 or email [email protected].

Employee Spotlight — Christopher Sargent

Christopher Sargent started as an intern for Sponsel CPA Group in the spring of 2016 and became a full-time staff member in the fall of 2017. As a Staff Accountant in the Audit & Assurance Services department, his duties include conducting audits, reviews, compilations and agreed-upon procedures for clients across a broad spectrum of industries including construction, distribution, manufacturing, service and not-for-profit.

Christopher earned his master’s degree in accounting from Ball State University this past summer. He also recently passed all four parts of the CPA exam.

Outside of work, Christopher enjoys spending time with friends and family, watching movies and cheering on his favorite sports teams — the Indiana Pacers and Indianapolis Colts. Born and raised in Central Indiana, Christopher is full of Hoosier pride.

The Deep Dive: Significant Changes to Itemized Deductions

By Josie Dillon, CPA
Manager, Tax Services
[email protected]

The Deep Dive takes a closer look at individual aspects of the new tax law and how they might affect you or your business.

The Tax Cuts and Jobs Act (TCJA) has brought many changes for individual income tax filers, including significant changes to some of the more popular deductions.

As was the case under previous law, individual tax filers can still subtract from adjusted gross income (AGI) their option of either a standard deduction or the sum of their itemized deductions to arrive at taxable income. However, the Tax Act has nearly doubled the “standard deduction” amount. The standard deduction for 2018 is $24,000 for joint filers; $18,000 for heads of household; and $12,000 for singles or married taxpayers filing separately. The standard deduction figures will be indexed for inflation after 2018. Given these increases, fewer taxpayers will benefit from itemizing deductions.

In addition to the increase in the standard deduction amounts, the new tax law also made changes to several itemized deductions which are explained in more detail below.

Limitation on State and Local Taxes Paid

The new tax law has placed limits on an individual’s ability to deduct state and local taxes as an itemized deduction. Before the changes were effective, individuals were permitted to claim the various types of taxes – real property taxes, personal property taxes, state and local income taxes, and state and local sales taxes (if elected) – as itemized deductions.

For tax years 2018 through 2025, the new tax law limits deductions for taxes paid by individual taxpayers in the following ways:

  • The new law limits the aggregate deduction for state and local real property taxes; state and local personal property taxes; state and local, and foreign, income, war profits, and excess profits taxes; and general sales taxes (if elected) for any tax year to $10,000 ($5,000 for married filing separately). Important Note: The $10,000 limit doesn’t apply if the taxes are paid or accrued in carrying on a trade or business or in an activity meant for the production of income.
  • The new law also completely eliminates the deduction for foreign real property taxes unless they are paid or accrued in carrying on a trade or business or in an activity engaged in for profit.

See previous Sponsel CPA Group article regarding the deductability of prepaid real estate taxes as a result of the new tax law.

Mortgage Interest Deduction

For tax years beginning after 2017 and before 2026, the TCJA modifies the mortgage interest deduction rules, as follows:

  • Acquisition Indebtedness – The deduction for mortgage interest on a principle or second residence is limited to underlying indebtedness of up to $750,000 (down from the $1 million under prior law). The lower $750K limit does not apply to any acquisition indebtedness incurred on or before December 15, 2017. Additionally, the $1 million limitation continues to apply to taxpayers who refinance existing qualified residence indebtedness that was incurred on or before December 15, 2017, so long as the indebtedness resulting from the refinancing doesn’t exceed the amount of refinanced indebtedness.
  • Home Equity Indebtedness – Taxpayers can no longer claim a mortgage interest deduction for interest paid on home equity indebtedness. Under prior law taxpayers could claim a deduction for the interest paid on home equity indebtedness with a loan value up to $100,000. Home equity indebtedness is any indebtedness (other than acquisition indebtedness) secured by a qualified residence. Acquisition indebtedness is any indebtedness incurred in acquiring, constructing, or substantially improving any qualified residence of the taxpayer, and it is secured by such residence.

Charitable Contribution Deduction

For contributions made in tax years beginning after December 31, 2017 and before January 1, 2026 taxpayers can deduct cash contributions to public charities and certain private foundations up to 60% of their AGI (under prior law the deduction was limited to 50% of AGI).

In addition, some experts are predicting a significant decline in charitable contributions as many taxpayers will no longer receive a tax benefit as their total itemized deductions will not exceed the increased standard deduction amount. However, there are still some planning opportunities for charitably inclined taxpayers looking to optimize their deductions. For instance, “qualified charitable distributions” directly from a taxpayer’s IRA remain unaffected by the Tax Act, and “donor advised funds” allow for charitable deductions in one year, with the funds available for distribution to charities in subsequent years.

Other Changes to Itemized Deductions

  • Medical expenses are deductible after they exceed 7.5% of AGI for tax years 2017 and 2018. Previously, the AGI floor was 10% for most taxpayers.
  • Casualty and theft losses have been suspended except for losses incurred in a federally declared disaster.
  • There is no longer a deduction for miscellaneous itemized deductions, which were formerly deductible to the extent they exceeded 2% of AGI. This included such deductions as tax preparation costs, investment expenses, union dues and unreimbursed employee expenses.
  • The overall limitation on itemized deductions that formerly applied to taxpayers whose AGI exceeded specified thresholds has been suspended.

Sponsel CPA Group is here to help you manage these significant changes and maximize your benefits. If you have any questions about the new tax reform law, please call Josie Dillon at (317) 613-7841 or email [email protected].

Click here for detailed article on “Modifications to Deductions of Losses” 
Click here for detailed article on “Business Expense Deduction Limitations”
Click here for detailed article on the “Pass-Through Income Deduction”
Click here for detailed article on “Changes to Fringe Benefit Rules for Employers”
Click here for detailed article on “New Favorable Depreciation Provisions”
Click here for summary of “Key Provisions Affecting Individual Taxpayers”
Click here for summary of “Key Provisions Affecting Business Taxpayers”

The Deep Dive: Modifications to Deductions of Losses

By Ryan Hodell, CPA
Staff, Tax Services
[email protected]

Each Thursday for the next few weeks, Sponsel CPA Group will present The Deep Dive, a closer look at individual aspects of the new tax law and how they might affect you or your business. 

The Tax Cuts and Jobs Act made some modifications to the way taxpayers can utilize losses, implementing new limitations that may catch some taxpayers. Net Operating Losses (NOLs) can no longer be carried back, with a couple exceptions. And a new disallowance of “excess business losses” could limit how much is deducted in the year trade and business losses occur, resulting in NOL treatment for any disallowed portion.

NOL Modifications

The new law has repealed the two-year and special carryback provisions for NOLs that first occur in tax years ending after December 31, 2017. The exception is that there are still provisions for two-year carrybacks on certain farming losses and NOLs for property and casualty insurance companies. All other NOLs occurring after this date must be carried forward.

The new law also modified how the NOLs can be used in future years. Instead of being limited to carrying the loss forward for 20 years, most NOLs occurring after the effective date are now carried forward indefinitely. However, these NOLs can only offset up to 80% of taxable income, calculated prior to deducting any NOL. If an NOL is limited under these provisions, the remainder will continue to carry forward.

Example of the 80% Limitation: In 2018, a calendar-year taxpayer has a $90,000 NOL. It has no other NOL carryovers. It carries forward the NOL to 2019, a year in which it has taxable income of $100,000. The taxpayer’s 2019 NOL deduction is limited to $80,000 ($100,000 x 80%). The remaining $10,000 can’t be deducted in 2019, but it can be carried forward indefinitely.

To further complicate matters, any NOLs that first occurred in 2017 or earlier will continue to follow the old rules. They will not be subject to the 80% limitation. This creates a need for separate record keeping of NOLs for these different periods.

New Limitations on Excess Business Losses

Under pre-Tax Cuts and Jobs Act law, a taxpayer’s farm loss could be limited to a given threshold if they received an applicable subsidy in that year. This was known as “excess farm losses.” The new law eliminates this provision for farm losses and instead disallows a taxpayer’s “excess business loss.”

For tax years beginning after December 31, 2017 and before January 1, 2026, non-corporate taxpayers can’t deduct excess business losses. Taxpayers must look at their aggregate trade and business losses to determine if there is any excess that will be disallowed. If these losses exceed $500,000 for married filing joint (and $250,000 for single), then any excess is disallowed and converted to an NOL to be carried to future years. Although the new provision states this is for non-corporate taxpayers, further language clarifies that this includes losses from S corporations and partnerships.

Example: If a taxpayer had $400,000 in losses flowing to their return from an S corporation, and their spouse had $200,000 of losses from a sole proprietorship, then they would add these together for $600,000 in combined business losses. The combined loss is then subtracted from the threshold amount ($500,000 – MFJ), and the $100,000 in excess business losses would be converted to an NOL that would carry forward to future years. Since this is now an NOL, it would also be subject to the new 80% NOL limitation in future years that was discussed above.

In effect, the new law limits the ability of non-corporate taxpayers to use trade or business losses against other sources of income, such as wages and other compensation, fees, interest, dividends and capital gains. The result is that the business losses of non-corporate taxpayers for a tax year can offset no more than $500,000 (MFJ), or $250,000 (other individuals), of a taxpayer’s non-business income for that year.

Summary

Both of these new provisions make excess losses less valuable because they can no longer eliminate all of the taxable income in a given year. They also can’t provide immediate benefit by being able to carry them back to a prior tax year. This can make it even more important to manage the usage of other deductions now available to taxpayers, such as accelerated depreciation expensing provisions, to ensure maximization and timing of deductions.

Sponsel CPA Group is here to help you manage these complex provisions and maximize your benefits. If you have questions about tax reform changes, please call Ryan Hodell at (317) 613-7868 or email [email protected].

Click here for detailed article on “Business Expense Deduction Limitations”
Click here for detailed article on the “Pass-Through Income Deduction”
Click here for detailed article on “Changes to Fringe Benefit Rules for Employers”
Click here for detailed article on “New Favorable Depreciation Provisions”
Click here for summary of “Key Provisions Affecting Individual Taxpayers”
Click here for summary of “Key Provisions Affecting Business Taxpayers”

The Deep Dive: Business Interest Expense Deduction Limitations

Lindsey AndersonBy Lindsey Anderson, CPA
Manager, Tax Services
[email protected]

Each Thursday for the next few weeks, Sponsel CPA Group will present The Deep Dive, a closer look at individual aspects of the new tax law and how they might affect you or your business. 

The Tax Cuts and Jobs Act introduced a new limitation to businesses for the deduction of interest expense for amounts paid or incurred after December 31, 2017.

Under the new law, the deduction for allowed business interest for any tax year cannot exceed the sum of the following:

  • 30% of the taxpayer’s “adjusted taxable income” for the tax year;
  • the taxpayer’s “business interest income” for the tax year; plus
  • the taxpayer’s “floor plan financing interest” for the tax year.

In order to fully understand the calculation for the deduction limitation, we need to define a few terms:

  • “Adjusted taxable income” is defined as the taxpayer’s taxable income with exclusions for the following:
    • Items of income, gain, deduction or loss that aren’t properly allocated to the trade or business
    • Business interest or business interest income
    • Deductions allowed for depreciation, amortization or depletion for tax years beginning before January 1, 2022
    • Net operating loss deductions
    • Qualified business income deductions allowed under Code Section 199A.
  • “Business interest income” is defined as interest which is included in the taxpayer’s gross income for the tax year that is properly allocated to the trade or business. Investment interest income does not constitute business interest income.
  • “Floor plan financing interest” is defined as interest paid or accrued on debt used to finance the acquisition of motor vehicles held for sale or lease, and is secured by the inventory acquired. Examples of companies this would apply to are car dealerships, boat dealerships and farm machinery/equipment retailers.

Any business interest that isn’t deductible because of the business interest limitation is treated as business interest paid or accrued in the following tax year, and may be carried forward indefinitely.

Small Business Exception to the Business Interest Deduction Limitation

There is a small business exception to the limitation on deducting business interest expense. The limitation does not apply to a taxpayer whose average annual gross receipts for the three tax year periods ending with the prior tax year do not exceed $25 million.

Treatment for Partnerships and S-Corporations

The interest expense disallowance is generally determined at the tax filer level. However, a special rule applies to pass-through entities (e.g. partnerships and S-corporations), which requires the determination to be made at the entity level; for example, at the partnership level instead of the partner level.

While the limitations on the business interest expense deduction can be complex, Sponsel CPA Group is here to help you navigate how this will affect your tax outlook, and create a plan to minimize your tax exposure.

If you have any questions about tax reform changes, please call Lindsey Anderson at (317) 613-7843 or email [email protected].

Click here for detailed article on the “Pass-Through Income Deduction”
Click here for detailed article on “Changes to Fringe Benefit Rules for Employers”
Click here for detailed article on “New Favorable Depreciation Provisions”
Click here for summary of “Key Provisions Affecting Individual Taxpayers”
Click here for summary of “Key Provisions Affecting Business Taxpayers”

What Does Growth Look Like?

Lisa PurichiaBy Lisa Purichia
Partner, Director of Entrepreneurial Services

You’ve no doubt heard the old business adage, “If you’re not growing, you’re dying.” With the passage of tax reform, most experts say the outlook for improved growth is positive. When business leaders are more optimistic, they start making plans to grow their companies.

But what do we really mean when we say that? In other words, what does growth look like?

The most common meaning refers to growing revenue and profitability, or employees and locations. But positive growth doesn’t just mean expanding your bottom line or your roster. It can mean any number of ways to improve your organization’s processes and capabilities, as well as its reach.

For example, infiltrations into private data are now a constant threat. (For a good example, see the article below on the Meltdown vulnerability.) One form of growth would be to expand and improve your company’s technology and computer systems so it’s less prone to hacking.

Growth can also refer to increasing the skillset of your team, starting with the business leader. If you’re the owner or manager of a company, ask yourself if you have grown in your leadership skills. Have your coaching skills improved? Can you think of ways you can better apply technology to serve your customers? Do colleagues and employees viewing you as providing the right kind of leadership the organization needs?

Take a look at your interpersonal skills, and question if there is room for growth. Do you fully recognize your strength and weaknesses, and know how to best leverage those with employees, clients, stakeholders and everyone else important to the company’s success?

Another way to grow your organization is to look at the rules, regulations and best practices that pertain to your industry, to see if your business is up to competing in the marketplace. If the business environment has changed, do you need to bring your team up to speed? For example, the public accounting profession has largely moved away from paper records to digital ones.

If entering your office feels like walking back in time 20 years compared to your competitors, it’s time to grow your technological capability. Think about rotating in new computers, copiers and other equipment used on a daily basis. Is your workspace ergonomically suitable to attract and retain the best talent?

Are you making it as easy as possible for people to do business with you? For example, many companies use electronic signatures today instead of paper documents. If you’re making your customers physically mail in or fax their paperwork, your company is behind the curve. Look for growth in processes and procedures that can improve efficiency and make it simpler for clients to conduct business.

As you’re talking about what kind of growth your organization will pursue, include all your important stakeholders in the conversation – clients, vendors, employees, business partners, etc. People prefer to work with a company that is a growing, up-to-date enterprise. Top employees seek to work in such a place.

As you’re thinking about growing the company, make sure it is the type of growth that is responsive to the needs of those you serve. Sometimes bigger is better, but it’s also wise to grow your business’ capabilities. That can then lay the path forward toward a “better BIGGER!”

When you are experiencing the right kind of growth, your company will be one that people seek out to do business with, rather than one they run away from.

If you need advice on how to best grow your organization, please contact Lisa Purichia at (317) 608-6693 or email [email protected].

 

Employee Spotlight — Lila Casper

Lila CasperLila Casper joined Sponsel CPA Group one year ago after already having experience in public accounting. As a Staff Accountant in the Audit & Assurance Services department, her duties include conducting audits, reviews, compilations and agreed-upon procedures for clients across a broad spectrum of industries including construction, distribution, manufacturing, service and not-for-profit.

She is a CPA and a member of the Indiana CPA Society (INCPAS), as well as a member of the Fun Committee at Sponsel CPA Group. Lila earned her bachelor’s degree in business administration and master of accountancy degree from the University of Texas at San Antonio.

In her spare time, Lila volunteers with Second Helpings, serving on their Audit Committee, and is a member of the INCPAS Emerging Leaders Alliance. She loves spending time with her nieces and nephew, and rooting for the sports teams from towns where she’s previously lived: the Carolina Panthers, San Antonio Spurs and L.A. Dodgers. Lila also enjoys drawing, painting and putting together puzzles and Legos.

Beware of Meltdown Computer Vulnerability

Chris EdwardsBy Chris Edwards
Manager, IT Services

A critical new vulnerability in computer systems has been revealed that could pose a significant threat at any person or organization that wants to safeguard its private information. Called Meltdown, it’s the hottest topic right now in information technology circles.

Meltdown lets an attacker access any information in your computer’s memory, including passwords, financial data and anything else you’ve accessed or used on your computer. It is severe, and it can be executed remotely. This vulnerability may also affect some smartphones and tablets.

Meltdown is not a virus, but a vulnerability in the processing chips made by Intel after 1995, which are used in many computers running the Microsoft, Apple or Linux operating systems, as well as some mobile devices.

Without getting too deep into the technical weeds, Meltdown breaks down modes and processes running on the same device, allowing a rogue process (possibly triggered by a website) to access memory it shouldn’t be able to. A similar but less severe vulnerability called Spectre was revealed around the same time, but it is much more difficult to perform.

The major operating systems are all working furiously on patches to address the Meltdown and Spectre vulnerabilities, and should be available soon. Look for an alert with instructions from your company’s internal IT team or contractor about how to install this important patch.

The downside is that fixing this vulnerability will significantly reduce the performance of the computer. You can expect anywhere from a 10% to a 30% performance reduction, based on current estimates.

Google discovered these vulnerabilities six months ago, and notified the manufacturers and operating system creators. AMD processors are not affected by this particular vulnerability. Some ARM processors are affected, but most are not.

If your Android device has the latest security patches, it should already be protected, but Android phone manufacturers often do not issue updates in a timely manner. Apple iPhones and iPads use their own processors, and are not listed on the vulnerability list.

In the meantime before the patches are released, remain extra vigilant about clicking on strange links or opening unfamiliar files. To execute Meltdown, someone has to be able to run a program on your computer, generally through some other vulnerability.

Keep running ad-block software in your web browsers, or install it if you don’t already have it. And don’t visit websites that ask you to turn it off. Be wary of all files sent to you via email, including through ShareFile or similar file transmission services.

If you need to consult with an information technology expert about the vulnerability of your organization’s systems, please call Chris Edwards at (317) 613-7855 or email [email protected].

Dalton Mudd joins firm

Dalton MuddSponsel CPA Group is pleased to welcome Dalton Mudd to our team as a Staff accountant in the Tax Services department. He is a graduate of Marian University with a bachelor’s degree in Accounting and Finance, and previously interned with Sponsel last year. His duties will include tax planning, preparation and projections for individuals and businesses. Welcome, Dalton!

New intern is Skyler McCool

Skyler McCoolSkyler McCool will be interning with the firm for the next few months, splitting his time between the Audit & Assurance Services and Tax Services departments. He is currently attending Marian University with a major in Accounting and Finance. In addition to preparing individual, corporation, partnership, fiduciary and other tax returns, he will perform audits, reviews, compilations and agreed-upon procedures, primarily for clients in the construction, manufacturing and nonprofit sectors.

The Deep Dive: New Favorable Depreciation Provisions

Liz BelcherBy Liz Belcher, CPA
Manager, Tax Services

Each Thursday for the next few weeks, Sponsel CPA Group will present The Deep Dive, a closer look at individual aspects of the new tax law and how they might affect you or your business. 

The Tax Cuts and Jobs Act (TCJA) has made a number of favorable changes in the availability of expensing allowances for depreciable property. These include increasing the IRC Section 179 expensing limit; expanding bonus depreciation to include both new and used property; and allowing for 100% write off for the year the qualified property is placed in service.

More Favorable Bonus Depreciation Provisions

Under prior law, taxpayers were able to claim a 50% first-year bonus depreciation deduction for qualified new assets. In addition, used property did not previously qualify for bonus depreciation.

Under TCJA, bonus depreciation has been significantly improved. For qualified property placed in service after September 27, 2017 and before January 1, 2023, the first-year bonus depreciation percentage is increased to 100%. In addition, the 100% deduction is allowed for both new and used qualifying property. In later years, the bonus depreciation is scheduled to be reduced as follows:

  • 80% for property placed in service in 2023;
  • 60% for property placed in service in 2024;
  • 40% for property placed in service in 2025;
  • 20% for property placed in service in 2026;

Enhancement of Section 179 Deduction

When 100% bonus depreciation is not available, the Section 179 deduction can provide similar benefits. Permitted expensing, which allows a taxpayer to immediately deduct the cost of qualifying property, is increased to a maximum deduction of $1 million for property placed in service after 2017, and the phase-out threshold is increased to $2.5 million. For later tax years, both the $1 million and the $2.5 million amounts will be indexed for inflation.

The expense election has also been expanded to cover (1) certain depreciable tangible personal property used mostly to furnish lodging or in connection with furnishing lodging, and (2) the following improvements to nonresidential real property made after it was first placed in service: roofs; heating, ventilation and air-conditioning property; fire protection and alarm systems; security systems; and any other building improvements that aren’t elevators or escalators, don’t enlarge the building, and aren’t attributable to internal structural framework.

Depreciation of Qualified Improvement Property

Under the new law, “qualified improvement property” is depreciable using a 15-year recovery period and the straight-line method. Qualified improvement property is defined as any improvement to an interior portion of a building that is nonresidential real property placed in service after the building was first placed in service, except for any improvement for which the expenditure is attributable to (1) the enlargement of the building, (2) any elevator or escalator, or (3) the internal structural framework of the building.

The new law also eliminates the separate definitions of qualified leasehold improvement property, qualified restaurant property and qualified retail improvement property that were in place under prior law. Most significantly, the newly defined class is eligible for both bonus depreciation and Section 179 expensing.

If you have any questions about tax reform changes, please call Liz Belcher at (317) 613-7846 or email [email protected].

Click here for detailed article on the “Pass-Through Income Deduction”

Click here for detailed article on “Changes to Fringe Benefit Rules for Employers”

Click here for summary of “Key Provisions Affecting Individual Taxpayers”

Click here for summary of “Key Provisions Affecting Business Taxpayers”

The Deep Dive: Changes to Fringe Benefit Rules for Employers

Brandon CanganyBrandon Cangany, CPA
Senior, Tax Services
[email protected]

Each Thursday for the next few weeks, Sponsel CPA Group will present The Deep Dive, a closer look at individual aspects of the new tax reform and how they might affect you or your business.  Click here for last week’s column.

Business Deduction is Denied for Entertainment Expenses – The Tax Cuts and Jobs Act eliminates the 50% deduction for business-related entertainment expenses for amounts paid or incurred after December 31, 2017. Under the new law, no deduction is allowed for: (1) an activity generally considered to be entertainment, amusement or recreation, (2) membership dues for any club organized for business, pleasure, recreation or other social purposes, or (3) a facility used in connection with any of the above items.

However, the restrictions on deducting entertainment expenses don’t apply to nine types of expenses listed in Code Sec. 274(e), including the following:

  • Expenses for goods, services and facilities that are treated as compensation to an employee on the employer’s income tax return and as wages of the employee for withholding purposes.
  • Expenses paid or incurred by the taxpayer, in connection with the performance of services for another person, under a reimbursement or other expense allowance arrangement, if the taxpayer accounts for the expenses to that person.
  • Expenses for recreational, social or similar activities (including related facilities) primarily for the benefit of the taxpayer’s employees, other than highly-compensated employees.

As a result of the tax law change, Sponsel CPA Group recommends that taxpayers set up an “entertainment” account (separate from their meals account) within their general ledger in order to capture the now non-deductible entertainment expenses.

Business Deduction is Limited for Employer Provided Meals – The new law provides that the 50% limit on the deductibility of business meals is expanded, for amounts paid or incurred after December 31, 2017, to meals provided through an in-house cafeteria or otherwise on the premises of the employer. Under prior law, these expenses were 100% deductible by the taxpayer. For tax years beginning after December 31, 2025, the new law will disallow an employer’s deduction for expenses associated with meals provided for the convenience of the employer on the employer’s business premises, or provided on or near the employer’s business premises through an employer-operated facility.

Business Deduction is Denied for the Cost of Providing Qualified Transportation Benefits – The new law provides that no deduction is allowed, for amounts paid or incurred after December 31, 2017, for the expense of a qualified transportation fringe benefit (e.g., parking and mass transit), but the exclusion from income for such benefits received by an employee is retained. In addition, no deduction is allowed for any expense incurred for providing any transportation, or any payment or reimbursement, to an employee of the taxpayer for travel between the employee’s residence and place of employment, except as necessary for ensuring the employee’s safety.

If you have any questions about tax reform changes, please call Brandon Cangany at (317) 613-7899 or email [email protected].

Tax Form Highlight Sheets Available for Download

By Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services

 

Sponsel CPA Group has developed two highlight sheets which provide a helpful recap of some of the most significant tax reform changes. It’s part of our ongoing effort to bring as much clarity as possible to our valued clients about the most significant changes to the tax code in three decades.

 

We have one version addressing individual taxpayers and another one for business taxpayers. Click on the thumbnail images below to view or download them in PDF form.

 

Individual Taxpayers:

 

Business Taxpayers:

 

 

 

 

 

 

 

 

 

 

If you have any questions about the new tax outlook, please call Nick Hopkins at (317) 608-6695 or email [email protected].

The Deep Dive: Pass-Through Income Deduction

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services
[email protected]

Each Thursday for the next few weeks, Sponsel CPA Group will present The Deep Dive, a closer look at individual aspects of the new tax reform and how they might affect you or your business.

The Tax Cuts and Jobs Act introduced a new tax deduction taking effect for tax years beginning after December 31, 2017 and before January 1, 2026 that should provide a substantial tax benefit to individuals with “qualified business income” from a partnership, S corporation, LLC or sole proprietorship. This income is commonly referred to as “pass-through” income.

The deduction is 20% of a taxpayer’s combined “qualified business income (QBI)” from a partnership, S corporation or sole proprietorship, which is defined as the net amount of items of income, gain, deduction and loss with respect to a taxpayer’s trade or business. The business must be conducted within the U.S. to qualify, and specified investment-related items are not included, e.g., capital gains or losses, dividends, and interest income (unless the interest is properly allocable to the business).

The trade or business of being an employee does not qualify. Also, QBI does not include reasonable compensation received from an S corporation, or a guaranteed payment received from a partnership for services provided to a partnership’s business.

The deduction is taken “below the line,” i.e., it reduces a taxpayer’s taxable income but not their adjusted gross income. In general, the deduction cannot exceed 20% of the excess of a taxpayer’s taxable income over net capital gain. If the net amount of qualified income, gain, deduction and loss relating to qualified trade or businesses of the taxpayer for any tax year is less than zero, the amount is treated as a loss from a qualified trade or business in the succeeding tax year.

Rules are in place (discussed below) to deter high-income taxpayers from attempting to convert wages or other compensation for personal services into income eligible for the deduction.

For taxpayers with taxable income above $157,500 ($315,000 for joint filers), an exclusion from QBI of income from “specified service” trades or businesses is phased in. These are trades or businesses involving the performance of services in the fields of health, law, consulting, athletics, financial or brokerage services, or where the principal asset is the reputation or skill of one or more employees or owners.

Here’s how the phase-in works: If your taxable income is at least $50,000 above the threshold, i.e., $207,500 ($157,500 + $50,000), all of the net income from the specified service trade or business is excluded from QBI. (Joint filers would use an amount $100,000 above the $315,000 threshold, viz., $415,000.) If your taxable income is between $157,500 and $207,500, you would exclude only that percentage of income derived from a fraction the numerator of which is the excess of taxable income over $157,500 and the denominator of which is $50,000.

So, for example, if taxable income is $167,500 ($10,000 above $157,500), only 20% of the specified service income would be excluded from QBI ($10,000/$50,000). (For joint filers, the same operation would apply using the $315,000 threshold, with a $100,000 phase-out range.)

Additionally, for taxpayers with taxable income more than the thresholds listed above, a limitation on the amount of the deduction is phased in based either on wages paid or wages paid plus a capital element.

Here’s how it works: If your taxable income is at least $50,000 above the threshold, i.e., $207,500 ($157,500 + $50,000), your deduction for QBI cannot exceed the greater of (A) 50% of your allocable share of the W-2 wages paid with respect to the qualified trade or business, or (B) the sum of 25% of such wages plus 2.5% of the unadjusted basis immediately after acquisition of tangible depreciable property used in the business (including real estate).

So, if your QBI were $100,000, leading to a deduction of $20,000 (20% of $100,000), but the greater of (A) or (B) above were only $16,000, your deduction would be limited to $16,000, i.e., it would be reduced by $4,000. And if your taxable income were between $157,500 and $207,500, you would only incur a percentage of the $4,000 reduction, with the percentage worked out via the fraction discussed in the preceding paragraph.

(For joint filers, the same operations would apply using the $315,000 threshold, and a $100,000 phase-out range.)

Other limitations may apply in certain circumstances, e.g., for taxpayers with qualified cooperative dividends, qualified real estate investment trust (REIT) dividends or income from publicly traded partnerships.

This material is adapted from Thomson Reuters/Tax & Accounting and is used with permission.

If you have any questions about tax reform changes, please call Nick Hopkins at (317) 608-6695 or email [email protected].

 

Deductability of Prepaid Real Estate Taxes Under New Law

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services

Under the recently passed tax law, individual taxpayers are limited to a maximum of $10,000 for the amount of combined state and local income tax, property tax and sales tax (if elected) claimed as an itemized deduction for tax years beginning after December 31, 2017.

As a result of these changes, many taxpayers have asked if they can prepay their 2018 real estate property taxes before December 31, 2017, in order to claim the amount as an itemized deduction on their 2017 federal individual income tax return.

In response, yesterday the IRS has issued an advisory: click here to read it.

In general, the IRS states that a taxpayer is allowed a deduction for the prepayment of state or local real property taxes in 2017 if the taxpayer makes the payment in 2017 and the real property taxes are assessed prior to 2018. A prepayment of anticipated real property taxes that have not been assessed prior to 2018 are not deductible in 2017.

Please be aware of one important caveat: Individual taxpayers who will pay alternative minimum tax (AMT) on their 2017 federal individual income tax return will most likely receive no benefit by prepaying their 2018 real estate taxes in 2017.

If you have any questions about real estate deductions, please call Nick Hopkins at (317) 608-6695 or email [email protected].

Tax Reform: What It Means for You

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services

Now that the debate is over and the votes have been taken, tax reform is the new reality. President Trump is expected to sign the “Tax Cuts and Jobs Act” in the coming days, bringing the most sweeping changes to the U.S. tax code in three decades.

The Act in its entirety is a whopping 1,097 pages long, which will take some time to digest all of the details of the bill. However, below is a summary of some of the key changes for both individual taxpayers and business owners.

FOR INDIVIDUAL TAXPAYERS:

  • Tax Rates — There will now be seven tax brackets: 10%, 12%, 22%, 24%, 32%, 35%, and 37%. The top rate was reduced from 39.6% to 37% and applies to taxable income above $500,000 for single taxpayers, and $600,000 for married couples filing jointly.
  • Standard Deduction — The standard deduction is increased to $24,000 for joint filers, $18,000 for head of household and $12,000 for singles or married taxpayers filing separately. The expected result is fewer people will be itemizing deductions.
  • Exemptions — Starting in 2018, taxpayers can no longer claim personal or dependency exemptions.
  • Child and Family Tax Credit — The child and family tax credit doubles to $2,000, and increases the refundable portion to $1,400. This means that some lower-income families could receive a refund check even if they pay no federal income tax.
  • State and Local Taxes — State and local income and property tax itemized deductions are limited to a total of $10,000.
  • Mortgage InterestMortgage interest on a principle or second home is deductible up to $750,000, down from $1 million starting with loans taken out in 2018. Home Equity Loan (HELOC) interest is no longer deductible after December 31, 2017, no matter when the debt was incurred.
  • Miscellaneous Itemized Deductions — There is no longer a deduction for miscellaneous itemized deductions which were formerly deductible to the extent they exceeded 2 percent of adjusted gross income. This included such deductions as tax preparation costs, investment expenses, union dues and unreimbursed employee expenses.
  • Medical Expenses — Medical expenses are deductible after they exceed 7.5% of adjusted income (down from 10%) for 2017 and 2018.
  • Health Care “Individual Mandate — The Affordable Care Act (“Obamacare”) tax penalty for people who fail to purchase minimum essential health coverage is abolished starting in 2019.
  • Estate and Gift Tax Exemption — The estate and gift tax exemption is increased to $11.2 million ($22.4 million for married couples).
  • Alimony — Alimony payments are no longer deductible by the payer, nor includable by the recipient for divorce decrees issued after December 31, 2018.
  • Individual Alternative Minimum Tax (AMT) Exemption — The individual Alternative Minimum Tax is retained, but the exemption increased to $109,400 for joint filers, $54,700 for married couples filing separately and $70,300 for singles. It is phased out for taxpayers with income above $1 million for joint filers, $500,000 for everyone else.

FOR BUSINESSES:

  • Pass-Through Deduction — The Act establishes a 20 percent deduction of qualified business income from certain pass-through businesses (i.e. partnerships, S-Corporations, LLC’s, or sole proprietorships). Specific services, such as health, law and professional services, are generally excluded. However, joint filers with taxable income below $315,000 (deduction phased-out fully at $415,000) and other files with taxable income below $157,500 (deduction phased-out fully at $207,500) can claim the deduction on income from service industries. Additionally, for taxpayers with taxable income more than the above thresholds, a limitation on the amount of the deduction is phased in based on either wages paid or wages paid plus a capital element.
  • Corporate Tax Rates Reduced — The graduated corporate tax rates of 15%, 25%, 34% and 35% are replaced with a single flat rate of 21%.
  • Corporate Alternative Minimum Tax — For tax years beginning after Dec. 31, 2017, the corporate Alternative Minimum Tax is repealed.
  • Increased Section 179 Expensing — Code Sec. 179 expensing, which allows a taxpayer to deduct the cost of qualifying property, is increased to a maximum of $1 million, and the phase-out threshold is increased to $2.5 million.
  • 100% Expensing of Qualified Business Assets — A 100% depreciation expensing of qualifying business assets acquired and placed in service after Sept. 27, 2017 and before Jan. 1, 2023. The additional first-year depreciation deduction is allowed for both new and used property. This provision replaces the previous 50% bonus depreciation available for qualified new property.
  • Limits on Deduction of Business Interest — For tax years beginning after Dec. 31, 2017, every business, regardless of its form, is generally subject to a disallowance of a deduction for net interest expense in excess of 30% of the business’s adjusted taxable income. The net interest expense disallowance is determined at the tax filer level. However, a special rule applies to pass-through entities, which requires the determination to be made at the entity level. The amount of any business interest not allowed as a deduction for any taxable year is treated as business interest paid or accrued in the succeeding taxable year. Business interest may be carried forward indefinitely, subject to certain restrictions applicable to partnerships. An exemption for these new rules applies for taxpayers with average annual gross receipts of under $25 million for a three-year tax period ending with the prior tax year.
  • Modification of Net Operating Loss Deduction — The net operating loss (NOL) deduction is modified with the repeal of the two-year carryback and special carryback provisions, though the two-year carryback still applies in the case of certain farming losses. For losses arising after Dec. 31, 2017, the deduction is limited to 80% of taxable income. Carryovers to other years are adjusted to take account of this limitation, and NOLs can be carried forward indefinitely (with some exceptions, notably for insurance companies).
  • DPAD — The Domestic Production Activities Deduction (DPAD) is repealed.
  • Like-Kind Exchange Treatment Limited — The rule allowing the deferral of gain on Like-Kind Exchanges is modified to allow them only with respect to real property that is not held primarily for sale. It can still apply to exchanges of personal property if the taxpayer has disposed of the relinquished property or acquired the replacement property by Dec. 31, 2017.
  • Cash Method of Accounting — Expanded use of the Cash Method of accounting for taxpayers that satisfy a $25 million gross receipts test, regardless of whether the purchase, production, or sale of merchandise is an income-producing factor. The exceptions from the required use of the accrual method for qualified personal service corporations and taxpayers other than C corporations are retained. Accordingly, qualified personal service corporations, partnerships without C corporation partners, S Corporations, and other pass-through entities are allowed to use the cash method without regard to whether they meet the $25 million gross receipts test, so long as the use of the method clearly reflects income.

These are significant changes that will create new opportunities and challenges for everyone, whether individuals or businesses, looking to minimize their tax burden. Consult with your trusted tax advisor to create a strategy going forward with all the variables that come with tax reform in mind.

If you have any questions about the new tax outlook, please call Nick Hopkins at (317) 608-6695 or email [email protected].

Valuation Analyst Credentials

Amber HooverBy Amber Hoover, CPA/ABV
Senior Analyst, Valuation and Litigation Services 

When you need a valuation of a business, the first step is also the most important: hiring an expert.

Using an in-house accountant or relying on the do-it-yourself method can often make an uncertain situation into an even worse one. It’s important to find someone who has experience and knowledge in valuation so you can arrive at a result that is not only fair, but legally justified.

The Internal Revenue Service (IRS) and the U.S. legal system both have guidelines for what constitutes a “qualified” valuation expert. These guidelines describe the experience, training and continuing education necessary to earn this designation.

There are a number of credentials available that denote valuation expertise, which have undergone some changes in recent years. These include:

Organization Certification Membership
 
American Institute of Certified Public Accountants (AICPA) Accredited in Business Valuation (ABV) Certified Public Accountants (CPA)s
 
American Society of Appraisers (ASA) Accredited Senior Appraiser (ASA)

Accredited Member (AM)

CPAs and Non-CPAs
 
National Association of Certified Valuators and Analysts (NACVA) Certified Valuation Analyst (CVA)

Accredited in Business Appraisal Review (ABAR)

CPAs and Other Credential Holders
 
Institute of Business Appraisers (IBA) Certified Business Appraiser (CBA)

Master Certified Business Appraiser (MCBA)

*

*Credential holders must comply with the same recertification requirements as NACVA’s credential holders.

In 2008 the NACVA acquired the assets of the Institute of Business Appraisers, but that organization was subsequently dissolved. The CBA and MCBA credentials are no longer available to obtain, but current holders of these credentials must still comply with NACVA’s recertification requirements.

Valuation analysists who have been credentialed through these organizations have been through training that provides the knowledge and skills needed for valuing a business and the required standards to follow. Continuing education requirements allow members to keep current on trends and issues in the valuation world.

When you’re considering an engagement with a valuation analyst, don’t be afraid to inquire about their credentials and experience with various types of businesses. An analyst who has expertise in one particular type of valuation may not necessarily be the person best suited for your needs.

If you are unsure what type of valuation expertise you require, please call Amber Hoover at (317) 613-7844 or email [email protected].

Holiday closures

The offices of Sponsel CPA Group will be closed on Monday, Dec. 25 and Monday, Jan. 1 in celebration of the holidays and to give our team much-deserved time with their families. We thank you for an outstanding 2017, and look forward to serving you in 2018!

Tips to Maximize Tax Benefits of Charitable Giving

Lindsey AndersonBy Lindsey Anderson, CPA
Manager, Tax Services Group

Year-end is an ideal time to give to charity, both for the spirit of the holiday season and the ability to include those deductions on this year’s return. Here are some tips on how to maximize the tax benefits of your charitable donations:

Donate Highly Appreciated Stock Instead of Contributing Cash

When it comes to charitable giving, the IRS allows you to take a tax deduction for the fair market value of donated stock held for more than one year, even though you may have paid substantially less for the stock originally. By donating the stock directly to the charity, you will avoid capital gain tax that would have been owed if you had sold the stock directly.

Depending on your tax bracket, this strategy could result in up to an extra 23.8% tax savings on the gain. The charity will usually sell the stock as soon as they receive it to use the proceeds for their mission purposes. You save money by avoiding taxes on the gain and by receiving a charitable deduction for the fair market value of the donated stock.

When selecting this strategy, it is important to choose investments with significant unrealized gains – the higher the better.

Fund a Donor Advised Fund

Long gone are the days when you had to be part of the ultra-wealthy in order to create a charitable legacy through funding and running a Private Family Foundation. Maintaining a Private Foundation does still have its benefits — such as retaining control and involving family members in charitable giving — but it can be a costly endeavor.

A more cost-efficient strategy has arrived in the charitable world known as a donor-advised fund. These individual accounts are maintained by a qualified Charitable Foundation set up through your investment advisor. (Think Schwab Foundation or Fidelity Charitable Fund.)

Taxpayers can receive the same tax benefits of receiving an up-front deduction when funding their donor-advised account, but this method allows the money to stay in the account until ready to advise on its disbursement to the applicable charities. Donor-advised funds are an excellent strategy for tax savings in a year in which you enjoy significant taxable income, such as proceeds from the sale of a business.

Time Major Donations for When Income Is High

Most charitable contributions may be deducted up to 50% of adjusted gross income. Contributions to certain private foundations, veterans’ organizations, fraternal societies and cemetery organizations are limited to 30% of adjusted gross income.  With that being said, timing charitable contributions when income is high will help save tax dollars. If you were to sell your business for a large gain, time your charitable contribution to occur in the same tax year as the gain from sale to maximize your contribution.

Consider Sending Your RMD Directly To Charity

A qualified charitable distribution (QCD) is a direct transfer of funds from your IRA custodian payable to a qualified charity. If you are age 70½ or older, you can transfer up to $100,000 to charity tax-free each year, even if that is more than your required minimum distribution (RMD).

By sending funds directly to a qualified charity of your choice, you do not have to include the withdrawal in taxable income for the year. This is especially advantageous for those who must take their RMD but do not itemize their deductions, or have their itemized deductions phased out.

School Scholarship Granting Organizations

The state of Indiana allows for a very generous credit for donations made to a Qualified Scholarship Granting Organizations (SGOs). Qualified SGOs receive funding for scholarships from private, charitable donations. Each year, the Indiana Department of Revenue indicates the total amount of credits to be awarded. For fiscal year ending June 30, 2018, there are $12,500,000 in credits to be awarded by the Department of Education.

You should check on the remaining balance of available credits prior to donating to an SGO fund to ensure there are enough available for your donation. By donating to a SGO, you receive a charitable contribution for your donation on your Federal return as an itemized deduction. In addition, you receive 50% of your donation as an Indiana state tax credit to offset your state tax liability.

Indiana College Credit

Plan on supporting your favorite Indiana college or university? There’s also a credit for that! Indiana allows a credit of 50% of any donation made to an Indiana college or university, up to $200 per tax year. Tuition paid to a college or university is not a contribution and does not qualify for this credit.

Indiana Neighborhood Assistance Program

Indiana offers Neighborhood Assistance Program (NAP) tax credits annually for distribution by non-profit organizations. Organizations that focus on affordable housing, counseling, child-care, educational and emergency assistance, job training, medical care, recreational care, downtown rehabilitation and neighborhood commercial revitalization are typically granted NAP tax credits.

These credits allows the organization to incentive donations to their organization. By donating to an organization with an eligible NAP tax credits program, you receive a charitable contribution for your donation on your federal return as an itemized deduction in addition to an Indiana state tax credit in the amount of 50% of your donation amount.

Summary

A couple of warnings to keep in mind for all of these strategies. First, always make sure that you donate to qualified 501(c)(3) organizations; otherwise, your contribution will not be allowable as a tax deduction. Furthermore, the IRS has some stringent documentation rules that must be met depending on the type and value of your contribution.

Many taxpayers have lost out on large tax deductions because they didn’t obtain the proper documentation on the front end or realize that the charity was not actually a qualified organization with the IRS.

If you need assistance with your charitable giving plans, please call Lindsey Anderson in our Tax Services department at (317) 608-6699 or email [email protected].

A Simple Solution to Increased Productivity: Multiple Monitors

Chris EdwardsBy Chris Edwards
Manager, IT Services

One of the simplest and least expensive methods of increasing an information worker’s productivity is to provide them with more screen space in which to work. This seems like it would be obvious: if you have more workspace, you can do more work.

A study from the University of Utah, first published in 2003 and then updated in 2008, shows that an increase in virtual desk space increases productivity. But the productivity increases taper off after a total screen size of approximately 26 to 30 inches on the diagonal, or 2560 x 1440.

At the time that study was first reported, multiple monitors were uncommon and generally considered expensive. This is no longer true. Almost any computer can be fitted with a USB video card to allow another monitor at a cost of around $50, plus the cost of the second monitor you choose. It’s easy to find lower-end or refurbished models for under $100.

I would recommend you try to keep all the monitors about the same size, shape and height from the desktop. Horizontal or vertical alignment seems to help the eye keep more focused on the information.

Technically, you can provide this screen space with one single, larger monitor. Multiple monitors provide added bonuses, however, in the way they treat applications.

If you’ve been using the latest versions of Windows on multiple monitors, for example, you know how easy it is to drag a window into another screen and have it maximize, making things like comparing documents or referring to references easy. Windows does have a method of performing this action in a similar way on a single monitor, but it is not as intuitive or quick.

If your employees use laptops, a second screen can immensely improve productivity easily. Most laptops already provide the needed connection; you just need the additional monitor and a cable.

Additional monitors are even a viable option for workers who are often on the move. Portable USB monitors, powered via the cable directly from the laptop, can be found in 17-inch screen sizes for approximately $150 on Amazon, and can be easily transported for your workers who travel. They can be set up and broken down very easily.

As noted above, productivity gains do fall off after a certain amount of additional space. It becomes a case of too many things to pay attention to, or the specific tasks do not benefit from the additional room.

You should tailor the setup for the particular task at hand. If your worker needs to review multiple documents at the same time, perhaps two or more additional monitors will allow them to view all the documents simultaneously without printing them out and laying them across their desk. The degree of productivity improvement is highly dependent on the sort of tasks required of your staff.

If your organization hasn’t moved to multiple monitors for its information workers, it can be a great low-cost option to explore in the new year. It’s a good bet they’ll find it to be a very positive benefit to their workflow.

If you need to consult with an information technology expert about increasing worker productivity, please call Chris Edwards at (317) 613-7855 or email [email protected].

Employee Spotlight – Aimee Woehler

Aimee WoehlerAimee Woehler joined the firm a little over three years ago as a Staff accountant in the Entrepreneurial Services department after an extensive background in the not-for-profit sector. In July of this year her hard work and dedication to finding value for clients was rewarded with a promotion to Senior Accountant.

A Certified QuickBooks ProAdvisor, Aimee sets up QuickBooks for clients and trains their teams with using it, in addition processing payroll, quarterly payroll returns and ongoing bookkeeping services.

Aimee volunteers her time extensively, including the past 14 years with the Juvenile Diabetes Research Foundation, co-chairing their annual Walk to Cure Diabetes and lobbying lawmakers for diabetes research and education. She serves as volleyball coordinator for the girls’ team at St. Barnabas Catholic School. In June 2017 she was elected Treasurer of the National Association of Women Business Owners. Aimee also serves on the House Corporation Board for Kappa Delta Sorority at Indiana University.

Born and raised in Columbus, Ohio, Aimee moved to South Carolina to finish high school and attend Clemson University, where she earned a bachelor’s degree in accounting. She and her husband, Terry, have two teen daughters, Gwen and Grace, and live on the Indianapolis Southside.

Don’t Wait to Put Your 2018 Plan into Action

Eric WoodruffBy Eric Woodruff, CPA
Manager, Audit & Assurance Services

Now is the time of year when people look back on 2017 to take stock of the good and the bad, both personally and professionally. If you’re the member of an organization, whether as an employee, manager or owner, this is the season for things like performance evaluations, making goals for the new year and setting budgets.

If you really want to feel satisfied when this time rolls around at the end of 2018, you need to develop a strong bias for ACTION, and avoid accepting the status quo of yesterday!  Put together your plan for improvement, and put it into action – TODAY!

Not long ago we were speaking to a client who was talking about how 2017 was such a bad year for their company, but they had high hopes for 2018, with a list of plans to start doing in January. Our reaction was, if those steps will make a significant improvement in your operations and outcomes, why aren’t you doing them right now instead of waiting for New Year’s Day?

We all know how New Year’s resolutions tend to fade if you procrastinate about putting them into action right away. Without accountability and follow-up, they get put in a drawer and forgotten. So don’t wait for January 1 to get started!

If you’re an employee looking to move up the ladder at your firm, reflect on the things you’re not happy about from your last performance review, and set out a plan for improvement. Think about the skillset you want to build upon. Set benchmarks, such as monthly self-evaluations, to help measure your progress.

If you’re the owner or leader of a business, perhaps your plan of action is about increasing revenue or net profits, or articulating a vision for the future of the company. For a manager, your goals may have to do with improving operational efficiency and meeting the aspirations of the owners, or enhancing the working relationship you have with the team you supervise.

Most people find it difficult to truly hold themselves accountable. Endeavor to step back from your daily duties to give yourself some frank self-analysis that allows you to look for barriers to personal performance. Identify mistakes you’ve made, and take proactive plans not to repeat them.

If you start right away to set a really strong foundation for action in 2018, you’ll be better poised to ask the big question – “Am I satisfied?” – and come away with a positive answer a year from now.

Take the first steps now, even if it’s something as simple as scheduling time every month next year to do a self-evaluation of your progress, and perhaps asking colleagues and supervisors to give you feedback, too. Match their views with the self-assessments you perform to see where you are lacking.

The challenge is to open yourself up, be transparent and be willing to accept constructive criticism. If criticism is delivered in a positive way, it should be focused on ways of making you better. It can be hard to hear, but it gives you a solid plan going forward.

And don’t wait – start right now!

If you need any assistance with helping improve your organization, please call Eric Woodruff at (317) 613-7850 or email [email protected].

6 Ways to Prepare for Your Audit

Emily CampbellBy Emily Campbell
Staff, Audit & Assurance Services
[email protected]

When you hear the word “audit,” do the words “stress” or “dread” immediately come to mind?

At Sponsel CPA Group, we want your audit to be a positive, hassle-free experience with us. Consider the audit process as an investment in your organization’s future by way of fine-tuning processes that allow for adequate oversight and preparation of financial statements.

To ensure you have the best experience possible with your audit, here are six steps to help the process go smoothly:

  1. Communicate with your audit team

The first thing you can do to reduce the stress of an audit is establish a timeline with your audit team. Set fieldwork dates and deadlines for compiling all requested items. Make sure any required financial statement deadlines are communicated. This will ensure everyone is on the same page and allow both you and the audit team to plan accordingly.

It is also important to communicate significant changes from prior years, such as changes in business operations, changes in accounting methodology or other major transactions (refinancing debt, new lease agreements, adopting a new accounting pronouncement, etc.) with your audit team, so that they can appropriately plan for the audit. In addition, be prepared to discuss variances in budget to actual, variances between current and prior year, and other changes – such as restructured management, ownership, new business operations, or a change in accounting personnel.

  1. Reconcile your accounts

It is crucial to reconcile all balance sheet accounts at year-end. Maintain supporting schedules for the final balances, especially for major accounts such as cash, accounts receivable, inventory, accounts payable and accrued expenses. Make sure you are able to support any management estimates used in financial reporting (e.g., allowance for doubtful accounts, inventory allowance, depreciation, functional expense allocation, etc.). We recommend having different levels of review to identify any errors, discrepancies, or variances from expectations. Review the prior year adjusting journal entry report to determine whether or not similar adjustments should be made in the current year.

  1. Update your Property, Plant and Equipment (PP&E) schedules

Review your current PP&E schedules to determine whether all assets listed are still in use and if there have been any additions or disposals the past year. Compile a list of assets purchased or sold during the year, including dates, amounts and detailed description of the assets to provide to the auditors. Also, review repair and maintenance detail to verify all assets were appropriately capitalized.

  1. Assemble an audit folder

To manage the volume of information we request, it may be helpful to compile items in one folder throughout the year for the audit team. These items could include new lease agreements, line of credit renewals, correspondence with regulators and lawsuit correspondence. The year-end request information can be saved with those documents already set aside during the year.

  1. Evaluate internal controls

Review your internal control procedures as well as the prior year management letter, and correct any deficiencies. Some areas to focus on include segregation of duties, managerial review or physical safeguards. Document the controls that are in place. Following these steps can improve the company’s internal structure and will give us a good understanding of procedures in place.

  1. Review recent accounting rule changes

Read over the new accounting rule modifications and standards and evaluate if they are applicable to your entity. See our recent article, New Accounting Standards Your Organization Needs to Know, for a brief description of key changes.

If you need help preparing for your audit, please contact Emily Campbell at (317) 613-7873 or email [email protected].

What Factors Should Valuation Analysts Consider When Valuing A Business?

Jason ThompsonBy Jason Thompson, CPA/ABV, ASA, CFE, CFF
Partner and Director of Valuation and Litigation Services

When performing a business valuation, a valuation analyst reviews numerous factors that may impact the resulting value. While the specific factors considered may vary from business valuation to business valuation, Internal Revenue Service (IRS) Revenue Ruling 59-60 identifies certain factors the IRS considers fundamental to analyze when valuing a closely held corporation’s stock.

IRS Revenue Ruling 59-60 was developed to provide guidance for valuing a closely held corporation’s stock, when market quotations are not available, for estate and gift tax purposes. Because this guidance comes from the IRS, it is considered by most valuation analysts as a relevant guidance when performing any valuation engagement.

The following is a discussion of the “Factors to Consider” identified in IRS Revenue Ruling 59-60:

  • The nature of the business and the history of the enterprise from its inception – This factor deals with issues like stability or instability, growth or lack of growth, the diversity or lack of diversity of operations, and other facts needed to form an opinion of the degree of risk involved inside the business.
  • The economic outlook in general and the condition and outlook of the specific industry in particular – This factor considers the current and prospective economic conditions as of the date of the valuation, both in the national economy and in the industry or industries the business operates within. These factors are issues outside the business that impact risk.
  • The book value of the stock and the financial condition of the business – This factor addresses issues like liquidity, reported values of assets, liabilities, working capital and debt, capital structure and net worth. These factors are helpful in identifying financial risk for the business.
  • The earning capacity of the company – This factor deals with financial performance and the use of trends in financial performance as predictors for future financial performance. This is another mechanism for identifying the financial risks of the business.
  • The dividend-paying capacity – This factor, which differs from the previous factor, addresses the amount of funds flowing through the business to owners and the amount of funds that could reasonably flow through to owners without jeopardizing the financial stability of the business.
  • Whether or not the enterprise has goodwill or other intangible value – This factor deals with whether the business has value beyond that of its tangible assets. In many cases, the existence of “excess” net earnings over and above a fair return on the business’ tangible assets is an indication of goodwill or intangible value. In certain situations, the identification of goodwill or intangible value is needed as part of the business valuation.
  • Sales of stock and the size of the block of stock to be valued – This factor and the next both address the consideration of known transaction data. In this case, the transaction data is other sales of the subject closely held corporation’s stock. While this information may exist, careful consideration of the terms and the block/position previously transacted is necessary before applying this data in a current business valuation.
  • The market price of stocks of corporations engaged in the same or a similar line of business having their stocks actively traded in a free and open market, either on an exchange or over-the-counter – This factor directs a valuation analyst to consider published transaction data for other companies when valuing a closely held corporation. We refer to this as a Market Approach. The market approach is based on the theory of substitution, meaning that the known value of a business’ stock can serve as a benchmark indicator of value for the subject closely held corporation’s stock.

At Sponsel CPA Group, our team of valuation experts is well versed in not only the factors to consider from IRS Revenue Ruling 59-60, but also many of the other factors that influence the value of a business.

If you have questions about the value of a business or the valuation process, please call Jason Thompson at (317) 608-6694 or email [email protected].

Sponsel CPA Group hires Sargent

Chris SargentChristopher Sargent has joined Sponsel CPA Group as a Staff accountant in the Audit & Assurance Services department. His duties will include performing audits, reviews, compilations and agreed-upon procedures for clients, primarily closely-held companies in the construction and manufacturing industries, as well as not-for-profits.

Sargent is a graduate of Ball State University with bachelor’s and master’s degrees in Accounting. He previously interned for Sponsel in 2016, and is currently in the process of passing his exams for the CPA credential.

“The need for our clients to have accurate and reliable financial information about their operations has only grown in the present business climate,” said Mike Bedel, Partner and Director of Audit & Assurance Services. “Sponsel CPA Group is once again expanding its team to meet that need. Christopher is a top caliber young accountant.”

Are Property Losses from Hurricanes Deductible?

Jennifer McNettBy Jennifer McNett, CPA
Manager, Tax Services Group

As residents in Texas, Florida and Puerto Rico recover from a trio of deadly hurricanes and the humanitarian crisis has started to ease, people’s thoughts have started to turn to practical matters. One question that has come up amongst those who own property in those regions is on the deductibility of losses due to hurricanes.

Hopefully, they carried property insurance, including a hurricane policy, to guard against damage from natural disasters. There are still bound to be some property losses that are unreimbursed, due to deductibles or because they fall outside the specific terms of an insurance policy. Is there any tax relief available for these losses?

The short answer is yes – but don’t expect it to be a simple process, or receive a huge amount of relief. Here is an overview.

In general, the federal tax code is not very generous when it comes to deductions for damages from disasters such as hurricanes, also known as casualty losses. In order to have a chance of recovering those unreimbursed losses through tax deductions, one usually must have low adjusted gross income (AGI), poor insurance coverage and be able to document the loss.

For personal use property, the loss is measured by the lesser of the adjusted-basis of the property or the economic loss. The adjusted-basis is usually the purchase price or value upon acquisition, adjusted by any subsequent capital improvements. The economic loss is calculated by the change in the property value immediately before and after the event.

From the lesser of those two values, we subtract the insurance payment or other reimbursement/mitigation. For personal use property losses, the IRS makes two reductions: first a flat $100, then a further 10 percent of the owner’s AGI. If there is still a loss after these reductions, it can be reported as an itemized deduction on the taxpayer’s federal return. Itemized deductions can also be limited depending on income, and on most state tax returns, including Indiana, federal itemized deductions are not allowed.

As an example, let us say Martha sustained $5,000 of post-insurance losses from a hurricane and has an AGI of $40,000. The IRS reductions of $100 and 10% of her AGI ($4,000) leaves her with a net casualty loss deduction of $900.

With for-profit business property, the casualty loss is similarly determined by computing the difference in fair market value immediately before and after the event. However, each identifiable property is treated separately, and the loss is not subject to the $100 or 10% of AGI reductions. For example, damages to a building, landscaping or vehicles parked there would be viewed and computed separately. Obviously, this makes the process more complex for businesses.

Inventory losses from hurricanes are not generally reported as casualty losses, but are deducted as a cost of goods sold expense under the general provisions relating to inventories.

The biggest challenge in claiming casualty loss tax deductions is being able to determine and document the pre-event value of the property and its diminishment as a result of the hurricane or other disaster. Usually a qualified appraiser is necessary who has knowledge of the region and type of property. In certain cases, the cost of repairs can be used to document the decline in value, but you are still required to start your calculation with the value before the loss.

The IRS and state taxing authorities do often give further concessions to taxpayers when the loss occurs in a federally declared disaster area – which is usually the case with severe hurricanes like Harvey, Irma and Maria. The primary concession is to allow the owner to obtain economic relief sooner than normal by permitting them to report the loss on the tax return for the year in which the loss occurred, or on an amended return for the immediately preceding tax year. In other words, if you are able to document a casualty loss from the 2017 hurricanes, you could file an amendment to your 2016 return right away.

If you want more information about casualty losses, you can visit the IRS webpage on that topic, or contact Jennifer McNett in our Tax Services department at (317) 608-6699 or email [email protected].

Employee Spotlight: Mary Ferguson

Mary FergusonAs a Manager in the Entrepreneurial Services department, Mary Ferguson has a wealth of experience helping clients with their internal accounting and bookkeeping needs. She is a QuickBooks Desktop and QuickBooks Online Certified Pro Advisor who helps businesses and organizations with the setup, installation and training of QuickBooks.

Mary also provides payroll processing, Family Office services, bookkeeping on loan services and financial statement review and analysis. She has a bachelor’s degree in business and accounting from IUPUI, having grown up in Indianapolis and attended school here, including Forest Manor Middle School and Arlington High School (which will become a middle school next year).

Like a number of other Sponsel CPA Group employees, Mary joined the firm at its inception, and has watched the company grow, helping foster new talent and expand the organization’s capabilities.

Mary has been married for 34 years to Stan, and together they have two sons, Pleas and Zachary, and one granddaughter, Tierra Renee. Their son Zachary and his wife, Brittany, married last June and are expecting a baby boy in January. In her spare time, Mary enjoys sewing, walking and serving on the board of the Greater Gethsemane Missionary Baptist Church Summer Youth Academy (SYA).

Does Your Business Have Any ‘Broken Windows?’

Tom SponselBy Tom Sponsel, CPA/ABV, CFF
Managing Partner

You may have heard of the “broken windows” theory, but probably in connection with politics and law enforcement. Former New York City Mayor Rudy Giuliani famously employed this philosophy in the 1990s to clean up his city.

The basic idea of broken windows, which was first introduced by George L. Kelling and James Q. Wilson in The Atlantic in 1982, is that if you let the little problems slip, like broken windows, vandalism and rampant graffiti, bigger problems eventually become insurmountable. Ignoring tiny errors or mistakes, invites ambivalence to much larger problems!!

Some years later author Michael Levine adapted the theory to the business world in his book, Broken Windows, Broken Business: How the Smallest Remedies Reap the Biggest Rewards. His take was that if you let the little things degrade in your operation, particularly how you treat your customers, it will eventually impact the entire company.

When problems go unaddressed, they tend to repeat themselves. Soon a mistake becomes standard operating procedure. That sets the bar even lower for other areas of your operations. Employees start to take less pride in what they do, impacting productivity and morale. Clients notice they aren’t getting the level of customer service they’re accustomed to, and begin to look for other partnerships.

Say you’re walking by a restaurant and you’re hungry. You notice the windows are so dirty you can hardly see inside. Would you want to go in? Or you do enter and notice there is flaking paint and chipped plaster on the walls near the cooking area. Does the grumbling in your stomach suddenly stop?

Even though these things may have no impact on the quality of the meal you receive, they send a signal to customers — that management doesn’t care about the details and makes you wonder what else are they cutting short and ignoring a commitment to quality.

Transfer the example to a professional office setting. Is the carpet in the reception area worn? Is there nobody manning the front desk, or the person there seems disengaged and bored? Do your employees dress and behave in a professional manner? When people call your office, are they put on hold for long periods with an automated message telling them, Your call is very important to us?”

If you are the owner or manager of a business, you have to take on an almost obsessive-compulsive personality when it comes to how the organization runs on a daily basis. You must manage the organization in a very meticulous, deliberate way so that any problems are quickly discovered and addressed.

Take the initiative to see your company from the perspective of a current or potential customer. Are they getting the experience they want from the engagement? Are there shortcomings, even minor ones that could be remedied to improve how they view your organization and their overall experience in interacting with your company?

The best way to determine how people see your business is to ask your customers. Reach out to them for feedback from time to time, and ask them to report flaws in what you do. Invite constructive criticism—to make your operation BETTER!! Some industries even use secret shoppers or other monitoring services to report back with unfiltered information you can use.

We can apply the broken windows idea to virtually every aspect of a business. Is your website up to date and easy to use on every platform? Is it simple for people to find and contact your company? Is the method for receiving incoming inquiries monitored constantly and professionally?

In finding the little flaws in your business – and keeping them from becoming big ones – the secret is to think about the type of brand you want to build for your organization, and then work to make it reality. Envision the customer service experience you want your customers to have, then find out if that’s what they are actually getting. As the owner– it is OK to be OCD about customer service and your customer’s experience!!

If you find there are any broken windows in your business, even teeny cracks the customer can’t yet see, fix them quickly before they become the new normal. Duct tape may keep the glass from shattering, but replacement allows the customer to enjoy the experience.

If you need any advice about how to find and fix any issues challenging your organization, please call Tom Sponsel at (317) 608-6691 or email [email protected].

 

Lingenhoel, Sargent join firm

Abigail Lingenhoel Chris SargentSponsel CPA Group is pleased to welcome two new Staff accountants to the team. Abigail Lingenhoel will work in the Tax Services department, preparing individual, corporation, partnership, fiduciary and other tax returns. She has dual bachelor’s degrees in Accounting and Management from Taylor University. Christopher Sargent will be part of the Audit and Assurance Services team, performing audits, reviews, compilations and agreed-upon procedures for a wide variety of clients. He is a graduate of Ball State University with bachelor’s and master’s degrees in Accounting. Both are currently in the process of taking the exams for their CPA certification. Welcome to them both!

Treasury Pulling Back from Limiting Valuation Discounts

Jason ThompsonBy Jason Thompson, CPA/ABV, ASA, CFE, CFF
Partner, Director of Valuation and Litigation Services
[email protected]

Earlier this month the U.S. Treasury announced its plans to withdraw its newly proposed regulations under Section 2704 related to limiting valuation discounts. The move came after intense pushback from valuation experts, the estate planning community and family business owners.

The move is good news for owners of closely held businesses who plan to eventually pass the company on to the next generation.

Commenters on the proposed regulation claimed Section 2704 would have hurt family-owned and operated businesses by making it difficult and costly to transfer companies to the next generation. Critics also claimed the valuation requirements of the proposed regulations were unclear and could not be meaningfully applied.

Treasury Secretary Steven T. Mnuchin made the announcement as part of the Trump administration’s ongoing effort to reduce the burden of tax regulations. Its comprehensive review has already identified over 200 regulations that Treasury believes should be repealed, which will begin in the fourth quarter of 2017, according to a statement from the Treasury.

“This is only the beginning of our efforts to reduce the burden of tax regulations,” Mnuchin said. “Our tax code has been broken for too long, and this retrospective review, along with our efforts on tax reform, will ensure that we have a tax system that fosters economic growth.”

If you have questions about transitioning your closely held business to the next generation, please contact Jason Thompson at (317) 608-6694 or email [email protected].

Lingenhoel Joins Sponsel CPA Group

Abigail LingenhoelSponsel CPA Group has hired Abigail Lingenhoel as a Staff accountant in its Tax Services department. Her duties will include preparation of individual, corporation, partnership, fiduciary and other tax returns for a broad range of clients and industries.

Lingenhoel is a recent graduate of Taylor University with double bachelor’s degrees in Management and Accounting. She is currently studying for the CPA examinations.

“The demand for expert tax advice and planning from our clients continues to increase, and our firm is growing to meet that need,” said Nick Hopkins, Partner and Director of Tax Services. “Abigail represents the top tier of the next generation of CPA talent. She will help bolster what Sponsel CPA Group has to offer.”

AYS taps Blankman for Board of Directors

Lisa BlankmanINDIANAPOLIS – Lisa Blankman, a Manager in the Audit & Assurance Services department of Sponsel CPA Group, has been appointed to the Board of Directors of AYS.

Formerly known as At-Your-School Child Services, AYS is a not-for-profit group that specializes in providing high-quality, educational and safe programs for Central Indiana students outside of school hours. AYS runs a number of educational and support programs aimed at helping students and schools succeed. AYS serves nearly 3,000 children through the school year and 500 during summers.

Blankman is a veteran CPA who conducts audits, reviews and agreed-upon procedures. She works with clients across a broad spectrum of industries, including construction and non-profits, helping them find efficiencies and become more effective in the marketplace. She is a graduate of Marian University with a bachelor’s degree in accounting.

“I am so excited and honored to join the board of AYS,” Blankman said. “This is a vital organization that brings so much benefit to Indianapolis-area youth. I will bring all my energy and financial expertise to bear as a director.”

New Accounting Standards Your Organization Needs to Know

adam-parkhurstBy Adam Parkhurst
Staff, Audit & Assurance Services

Beginning Dec. 15 this year, several significant changes are going into effect for financial statements reported under Generally Accepted Accounting Principles (GAAP). These Accounting Standard Updates (ASUs) could affect the reporting requirements of your business or not-for-profit.

Below is a quick rundown of what these new standards could mean, broken down by types of organizations.

The following ASUs are becoming effective for all applicable entities:

  1. ASU 2016-14 Presentation of Financial Statements of Not-for-Profit Entities

This ASU significantly changes financial reporting for Not-For-Profit entities by making changes to net asset classes, expense presentation, statement of cash flows requirements and disclosure requirements. For more information on this ASU, please see 5 Things You Need to Know About the New Not-For-Profit Accounting Standard (ASU 2016-14).

  1. ASU 2017-09 Compensation – Stock Compensation: Scope of Modification Accounting

The purpose of this ASU is to provide clarity and reduce diversity in practice, as well as cost and complexity, when applying stock compensation guidance to a change in the terms or conditions of a share-based payment award.

The following ASUs are becoming effective for non-public entities, but are already effective for public entities:

  1. ASU 2015-17 Income Taxes: Balance Sheet Classification of Deferred Taxes

The purpose of this ASU is to eliminate the presentation of current deferred income taxes. All deferred taxes will now be presented as non-current.

  1. ASU 2016-05 Derivative and Hedging: Effect of Derivative Contract Novations on Existing Hedge Accounting Relationships

This ASU clarifies whether the use of hedge accounting for a derivative arrangement must be discontinued when there is a change in counterparty.

  1. ASU 2016-06 Derivatives and Hedging: Contingent Put and Call Options in Debt Instruments

This ASU clarifies that the four-step decision model should be utilized when evaluating whether contingent call (put) options in debt instruments are clearly and closely related.

The following ASUs are becoming effective for public entities for fiscal years beginning after Dec. 15, 2017, and will become effective for non-public entities in the future.

  1. ASU 2015-14 Revenue from Contracts with Customers (previously ASU 2014-09)
  2. ASU 2016-15 Classification of Certain Cash Receipts and Cash Payments
  3. ASU 2016-16 Intra-Entity Transfers of Assets Other Than Inventory
  4. ASU 2016-18 Restricted Cash
  5. ASU 2017-01 Clarifying the Definition of a Business
  6. ASU 2017-07 Improving the Presentation of Net Periodic Pension Cost and Net Periodic Postretirement Benefit Cost

For further information regarding the upcoming effective ASUs and how they might apply to your organization, please contact Adam Parkhurst at (317) 613-7858 or email [email protected].

How Trump’s Tax Plan Could Affect You

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services

After months of behind-the-scenes discussion and hype, the Trump Administration and GOP leaders have finally released their framework for a major overhaul of the U.S. tax code – the biggest of its kind in more than 30 years.

The overall goal of this framework is to lower income tax rates for individuals and businesses, while eliminating some important deductions and simplifying the tax code.

The key components for business taxes are:

  • A reduction in the top corporate tax rate to 20 percent (down from 35%)
  • A new 25 percent rate for certain passthrough business income
  • International reforms that include a territorial tax system and a one-time mandatory repatriation tax
  • 100 percent full expensing for the cost of new investments in depreciable assets for at least five years, effective after September 27, 2017, while partially limiting the deduction for net business interest expense
  • Aims to eliminate the corporate alternative minimum tax (AMT)
  • Repeal the Section 199 domestic manufacturing deduction and “numerous other special exclusions and deductions,” but retains the research credit and the low-income housing tax credit

For individual taxes, the most important proposed changes are:

  • Replace the current seven individual tax brackets with three brackets with rates set at 12 percent, 25 percent, and 35 percent, with the possibility of a fourth higher rate for high-income individuals
  • Roughly double the standard deduction to $24,000 for married taxpayers filing jointly and $12,000 for single filers
  • Repeal personal exemptions
  • Increase the current $1,000 per-child tax credit by an unspecified amount
  • Eliminate the individual alternative minimum tax (AMT) and estate tax
  • Repeal “most itemized deductions,” though tax incentives for mortgage interest and charitable donations generally would be preserved, along with incentives for work, higher education and retirement security

It must be stressed that at this time the proposal is simply a framework for tax reform, and much of the specifics of legislation must still be worked out. Congress has to first pass a FY 2018 budget resolution, which could entail its own partisan challenges.

In addition, unless significant spending cuts are made, these tax cuts would potentially add to the federal government deficit in the years to come, with the goal of jump-starting economic growth and producing more tax revenue to close the gap.

Much remains uncertain: the framework leaves many difficult policy issues to be resolved by the House and Senate tax committees. We will keep you posted on specific developments in tax reform as the legislative process moves forward in the months ahead.

If you have any questions or feedback, please call Nick Hopkins at (317) 608-6695 or email [email protected].

Lease or Buy?

Jennifer McNettBy Jennifer McNett, CPA
Manager, Tax Services Group

One of the most frequent questions we encounter as business advisors is whether a client should lease or buy an expensive piece of business property. This can pertain to virtually any kind of asset, from real estate and vehicles to factory equipment and laptop PCs for the staff.

This is a seemingly easy question with a multifaceted answer, as the best course of action is specific to each organization’s circumstances. Depending on your company’s needs – maximizing deductions, preserving cash flow, maintaining newer equipment, etc. – leasing or buying can each lend their own advantages.

In general terms, if cash flow is an issue then leasing is generally the best option. For tax deductions, buying is usually more advantageous, especially when you use accelerated depreciation to expense the full amount up front.

Leasing is more complicated, and you should ask plenty of questions before signing a contract. These include the length of the lease, whether property must be insured, who’s responsible for property taxes, and options for modifying the lease and penalties for early termination.

You should also learn whether the lease is a capital lease or an operating lease. A capital lease is similar to a loan, and the property is considered an asset on the balance sheet, so you obtain the tax benefits of ownership. An operating lease (the more common type) means you rent the equipment or property and the lessor retains ownership.  Historically operating leases were expensed and not reported on the company’s balance sheet but new standards beginning in 2020 will require most privately held organizations to record an asset representing the right to use the underlying leased asset over the term of the lease along with a liability for the present value of the lease payments.

Another option is the buyout lease, which can apply to everything from vehicles to computers, in which the lessee agrees to purchase the property at the end of the lease period, sometimes at less than present market value. This is considered a capital lease since you essentially own the equipment at the end of the contract. A buyout lease is generally more expensive than a standard lease, but the company can still take advantage of accelerated depreciation, especially if they are showing profits.

The type of property is also important to consider when choosing between lease or buy. For instance, vehicles are a rapidly depreciating asset in which leases usually include mileage limitations that incur overage fees when exceeded. On the other end, real estate is appreciable instead of depreciable, and control factors can be more important in determining whether you want to be the owner or merely the tenant.

There are many factors to consider when choosing lease or buy, but there are a few general rules of thumb.

The benefits of leasing include:

  • Ensuring your equipment is up-to-date.
  • Predictable monthly expenses.
  • Low cost up front.

Downsides of leasing include:

  • You generally pay more in the long run.
  • You have to keep paying even if you no longer need the asset.

Benefits of buying include:

  • Less complicated than leasing.
  • Generally cheaper in the long run.
  • Equipment is tax deductible.

Drawbacks of buying include:

  • Higher initial cost.
  • Getting stuck owning outdated equipment.

If you are unsure whether to lease or buy, seek the advice of a trusted counselor who can look at the practical and fiscal impacts of each and help you weigh which option makes the most sense for your organization.

 

If you have any question or comments, please call Jennifer McNett in our Tax Services department at (317) 608-6699 or email [email protected].

Employee spotlight: Amber Hoover

Amber HooverAmber Hoover is another one of the firm’s “first day” employees, joining the company upon its founding in 2009. She graduated from Indiana University Kelley School of Business in Indianapolis, and soon found her calling in financial analysis and valuation. She is both a CPA and holder of an Accredited in Business Valuation (ABV) certification.

Now a Senior Valuation Analyst in the Valuation and Litigation Services department, Amber performs many different varieties of valuations, focusing mostly on privately held businesses, and also specializes in fraud investigation, lost profit analysis, forensic accounting and economic damage analysis.

Amber has been married to Andy Hoover for six years, and they have an energetic 1-year-old boy, Miles, who will be joined by a baby sister in the very near future. Amber also volunteers with Food Rescue, a charitable group that distributes food to those in need, serving as their treasurer and member of the board of directors.

Multi-factor Authentication Critical to Protecting Your Information

Chris EdwardsBy Chris Edwards
Manager, IT Services

Today’s digital world can often feel very alarming and insecure. Stories abound of identity theft, hackers stealing information from hundreds or thousands of victims, and email scams to swipe your account passwords.

How can you protect yourself and your organization?

Identity theft and hacked information often stem from circumstances outside your control, but losing your accounts and other access points is something you can protect yourself from with plenty of diligence and a touch of skepticism.

One powerful tool in guarding against hacking is the use of multi-factor authentication (MFA). Simply put, this means requiring more than one step or piece of information to access an account. More and more services and websites are offering this as an option, and it’s something you should definitely take advantage of.

You likely already use MFA in your regular personal banking. If you’ve ever used an ATM, you’ve used multi-factor authentication. Possession of the card and knowledge of your PIN act as two separate ways of verifying your identity to access your accounts. If a thief has your PIN but not your card, or vice-versa, they can’t get into your bank account.

Online banking has long been at the forefront of this, from asking for multiple pieces of information to separate physical tokens like bank cards or even devices which generate a second password.

But now, as our online and social media accounts become more valuable and thus more likely to be attacked, more and more providers are offering similar services to help protect your account. Facebook and Twitter both offer MFA options to help protect your account. Chances are your email provider does as well.

Using these methods to increase the security of your accounts does make them slightly more ponderous to access. It often involves having a temporary access key sent to you via text message in addition to your regular login information. If your bank requires an application on your smartphone to access your online account, you must have a smartphone, and you must have it with you in order to do online banking.

But having a vastly improved layer of security can be well worth the price of adding a few seconds every time you access critical accounts.

There are also quite a few services you can utilize to provide two-factor authentication to your staff and even to your customers, depending on your needs. Some of this would require a dedicated professional to implement, but the additional protection provided by ensuring that it takes more than a username and password to breach your security is worth that expense.

A hacker can potentially obtain an accounts password, but how would they also obtain that user’s cellphone?

When a service provider offers this additional layer of security, you should take advantage of their offer. If you provide online services, either to staff or to clients, it is well worth your time to provide the same offered security to them.

While multi-factor authentication cannot solve all of your digital security issues, it provides an easy-to-use method of determining that a person is who they say they are when they try to access an account online, and blocking nefarious people looking to do you or your organization harm.

If you need to consult with an expert about protecting your company’s information systems, please call Chris Edwards at (317) 613-7855 or email [email protected].

Brocklehurst retires; Hott joins staff

Sue HottKatie BrocklehurstThe entire Sponsel CPA Group family is sad to bid farewell to Katie Brocklehurst, our longtime administrative assistant for the Entrepreneurial Services team, who is retiring at the end of the month. Katie has worked with us for many years and will be sorely missed both for her dedication and her positive impact on those around her. We also wish to welcome Sue Hott, who has joined the firm and will be taking over Katie’s position.

Blankman joins AYS board

Lisa BlankmanLisa Blankman, a Manager in the Audit & Assurance Services department, has been appointed to the Board of Directors of AYS. Formerly known as At-Your-School Child Services, AYS is a not-for-profit group that specializes in providing high-quality, educational and safe programs for children outside of school hours. AYS runs a number of educational and support programs aimed at helping students and schools succeed.

Casper named to Second Helpings committee

Lila CasperLila Casper, a Staff Accountant in the Audit & Assurance Services department of Sponsel CPA Group, has been appointed to the Audit Committee of Second Helpings, a Central Indiana nonprofit group that repurposes unused food for the hungry.

In addition to accepting donations of perishable and overstocked food, Second Helpings prepares nutritious meals for 4,000 children and adults on a daily basis in the Greater Indianapolis area, which are distributed to more than 85 social service agencies that feed people in need. The group also trains adults for careers in the culinary industry.

As a member of the audit committee, Casper will use her expertise in conducting audits, reviews and compilations to ensure the financial resources of Second Helpings are being utilized in the most efficient manner possible.

Casper holds bachelor of business administration in accounting and master of accountancy degrees from the University of Texas at San Antonio.

“I’m excited to use my skills on behalf of Second Helpings. It’s an amazing group that is effecting real positive change in Central Indiana each and every day,” Casper said. “I’m also proud to work for a firm like Sponsel CPA Group that puts civic involvement front and center in their mission.”

Where Is the Employment Market Headed?

Amber HooverBy Amber Hoover, CPA/ABV
Senior Analyst, Valuation and Litigation Services

Want to know where the employment market is heading? Know a new or upcoming college graduate and want to give them some useful career advice for now and down the road?

IBISWorld, a global business intelligence leader specializing in industry market research and procurement and purchasing research reports, has assembled a list of industries showing strong employment growth in 2017. And they also have put together a rundown of the top five distressed industries.

Below are the industries that IBIS has identified with the greatest capacity to hire the largest share of new college graduates:

Industry 2017 Employment Growth Rate 2017

Wage growth rate

College Majors 2017 average industry wage
 
Internet Publishing & Broadcasting 10.3% 10.9% Computer Engineering, Computer Science, Communications $82,069
Geophysical Services 7.7% 9.4% Geology, Environmental Engineering $58,569
Elderly & Disabled Services 7.3% 5.9% Nursing, Hospitality $19,338
Financial Planning & Advice 6.0% 6.9% Accounting, Financial Mathematics, Economics $82,180
Language Instruction 6.0% 6.7% Humanities, Communications, Education $18,804

IBISWorld has listed the following industries as distressed, measured by the quickest expected industry value added (IVA),which measures the industry’s contribution to the U.S. economy, curated using IBISWorld’s proprietary database, declines between 2012 and 2017.

DVD, Game and Video Rental

  • Projected annualized IVA decline: (15.8%)
  • Attributing factor: increase reliance on digital outlets such as Netflix, Hulu, Amazon and Comcast.

Gold & Silver Ore Mining

  • Projected annualized IVA decline: (16.5%)
  • Attributing factor: financial markets have rebounded over the past five years; therefore, investors have decreased their need to buy assets such as gold and silver.

Cotton Farming

  • Projected annualized IVA decline: (12.5%)
  • Attributing factors: unfavorable exchange rates and overseas competition.

Camera Stores

  • Projected annualized IVA decline: (7.9%)
  • Attributing factor: competition from online retailers, department stores and consumer electronic stores.

Database & Directory Publishing

  • Projected annualized IVA decline: (10%)
  • Attributing factor: competition from online search engines such as Google.

If you have any questions, please call Amber Hoover at (317) 613-7844 or email [email protected].

Dress for Success Indianapolis Names McNett Treasurer

Jennifer McNettJennifer McNett, a Manager in the Tax Services department of Sponsel CPA Group, has been elected Treasurer of Dress for Success Indianapolis by her fellow board of directors members. The non-profit charitable group works to empower women to achieve economic independence by providing a network of support, professional attire and the development tools to help women thrive in work and in life.

McNett has volunteered with Dress for Success Indianapolis for several years in various capacities, including their Finance Committee. As treasurer, she will oversee their finances and expenditures, using her expertise in public accounting to best leverage the organization’s assets.

“I am very honored to be given this trust by my fellow board members. Dress for Success Indianapolis is a vital organization that helps people who want to find work and jump-start their career, often after long absences including homelessness,” McNett said. “And I am proud to work for a company that places such a high priority on service to the community.”

McNett joined Sponsel CPA Group in 2011. She works with individuals and closely-held businesses across a broad range of industries on tax planning, compliance and multistate tax issues. She specializes in tax controversy, representing clients before taxing authorities when disputes arrive.

Have You Recommended a Good Book Lately?

Lisa PurichiaBy Lisa Purichia
Partner, Director of Entrepreneurial Services

Anyone who has or desires a leadership position within a business should have a strong motivation for self-improvement, both for the good of the organization and their own sense of personal ambition.

If you look at the traits of successful people, you will find several common themes: curiosity about things going on in the world and their immediate community; an attention to developments within their chosen industry/profession; a desire to improve themselves and their relationships. They’re also the type of personality that seeks out ways to further these goals, including reading self-improvement books and articles.

Think about your own reading habits: have your read – or recommended to someone else – a good book lately?

The “self-help” genre of nonfiction writing started as a venue for people to work on their interpersonal relationships, especially romance. But writers and readers quickly grasped the potential to assist businesspersons in how to envision, map out and reach their professional aspirations.

No matter what issues a person is dealing with – retirement, succession planning, investments, new ventures or products, communication, general leadership style – there are plenty of great books out there that can speak to them.

With the press of time, it can be a challenge to sit down and read a book, so look for little gaps in your schedule where you can consume self-improvement advice on your own schedule. Going to be spending a few hours on a plane? Have some downtime before that out-of-town business meeting? Going on vacation? Keep a good book handy for whenever you have time to spare, even if it’s a few minutes.

If you read a book you found personally helpful, it’s an excellent gesture to pass along a copy to a friend or colleague you think they could benefit from the information. Make sure to frame it as “this might help you” rather than “you have a problem,” and you will find most people are receptive to the gift of a book.

Between customer and client, peer to peer or boss to employee, recommending a book can be a form of knowledge-sharing that helps cement the relationship. It shows that you care enough about them to seek ways for them to become stronger and more successful in their current role, or even assist them in moving on to the next big thing in their life.

People can come to feel isolated by the myriad challenges of daily living. Often, we believe we’re the only one we know dealing with a particular problem. Offering someone a book that addresses that topic not only gives them possible answers to their questions, it can help enhance their relationship to the giver. You are actively demonstrating that you CARE!!!

So whether hardcover, paperback or electronic, pick up a good business book – and pass one along.

In that spirit, here are a few books I’d like to recommend:

  • The New Retirementality” by Mitch Anthony – For those contemplating retirement.
  • Thanks for the Feedback” by Douglas Stone and Sheila Heen – On how to accept criticism/advice and put it to good use.
  • “The 21 Irrefutable Laws of Leadership” by John Maxwell – Insights on leadership from a 40-year veteran.

If you have any questions or comments, please contact Lisa Purichia at (317) 608-6693 or email [email protected].

 

Employee Spotlight – Josie Dillon

Josie DillonJosie Dillon is a native Hoosier.  She grew up in Mooresville, Ind., and earned her bachelor’s degree in accounting from the University of Indianapolis.

In 2016 she was promoted to Manager in the Tax Services department after demonstrating her commitment to serving clients and bringing value to their organizations.

She performs a large spectrum of tax-related services from a wide array of industries. Her work includes tax consulting and compliance services, including federal and multi-state tax filings for businesses, individuals, not-for-profits and trusts. She also performs tax planning and projections.

Josie has volunteered with the Center Grove school system for a number of years. She currently serves on the board of the Center Grove Education Foundation and was recently elected as Treasurer. She is also a finance volunteer at Emmanuel Church in Greenwood.

This year Josie and her husband, Ryan, celebrated 10 years of marriage. She spends most of her free time with her family, especially daughters Rebecca, Rachel and Dani. Josie is a member of both the Indiana CPA Society and American Institute of CPAs.

Will salesforce Impact Your Company Culture?

Lisa BlankmanBy Lisa Blankman, CPA
Manager, Audit & Assurance Services

Indiana has been blessed with the arrival of a number of high-profile companies in recent years, either through acquisitions or organic growth. These include many information technology firms that represent the second wave of the Dot-com boom, such as salesforce, a cloud computing company that acquired ExactTarget in 2013.

The entrance of salesforce is having a rippling effect on the Indianapolis marketplace beyond the highly visible Salesforce Tower (rechristened from Chase Tower), with its name beaming from the top of the tallest building in Indiana.

It and other companies are bringing new ideas to the workplace that could spread to other businesses and alter their culture – not the type of work they do, but how they do it. This may make it more challenging for others to acquire and retain top talent, especially the Millennial generation that will soon dominate the U.S. workforce as Baby Boomers pass into retirement.

In short, Silicon Valley is invading Central Indiana with new ideas about the workplace and desirable concepts.

Cummins and other businesses have made a big splash with tours of new facilities that include onsite amenities that are now standard on the West Coast – coffee bars, exercise stations, lounge areas, laundry service, even things like video game consoles. The “new casual” atmosphere may seem shocking to older generations, but you can believe that locals in their 20s and early 30s know about the sort of accommodations their peers are being offered.

Beyond the actual worksite, the dot-com wave is also impacting old ways of how businesses conducted their human relations operations. Things like flexible hours, remote work days and casual dress codes are slowly seeping into the expectations workers have for their employers.

Younger generations also desire to work somewhere that mirrors their own values, so things like sustainability and diversity in the workforce become important.

If you’re in the leadership of an organization, you need to be thinking about how you are going to hire and keep the best talent, especially Millennials, given this new paradigm. Because our expectation is it’s only going to accelerate. HR practices that may seem bleeding-edge in the Indianapolis market now will be standard operating procedure in five or 10 years.

As with any aspect of your operation, if you don’t adapt to the changing times you will quickly find your organization left behind.

Start engaging with your HR department and think of ways your business can be proactive about offering accommodations to your team that will enhance their work experience. The goal is to build loyalty and encourage them to stay and develop their skillsets to benefit your organization, rather than seeing that talent drain away to more nimble competition.

You may not be able to replicate everything a salesforce or Cummins is doing, especially if you don’t have the resources of a Fortune 500 company. But you may be surprised how easy it can be, for example, to allow some of your staff to work remotely a few days a week. Or wear jeans and casual shirts in the office when they’re not out meeting with clients.

By making your company’s workspace inviting and flexible, thoughtful managers/CEOs can make their organizations a destination where talented people want to work, grow and become the next generation of leaders themselves. Talent management will be the critical success factor for the growing business in need of energetic talent to take the company to the next level of success!

If you have any questions or comments, please contact Lisa Blankman at (317) 613-7856 or email [email protected].

 

Board appointments for Sponsel team members

Jennifer McNettJosie DillonLila CasperSponsel CPA Group has always made civic involvement a cornerstone of our company culture. Many of our team members serve in a voluntary capacity with local nonprofit groups. We are pleased to recognize three new board appointments of our staff:

  • Lila Casper was appointed to  the Audit Committee for Second Helpings, which repurposes unused food for the hungry.
  • Josie Dillon was recently elected as Treasurer of the Center Grove Education Foundation, on whose board she also sits.
  • Jennifer McNett was elected Treasurer by her fellow board members of Dress for Success, which provides professional attire for those in need.

Thanks to all three for their service to the community!

5 Things You Need to Know About the New Not-For-Profit Accounting Standard

Emily CampbellBy Emily Campbell, MPA
Staff, Audit and Assurance Services

Last August the Financial Accounting Standards Board (FASB) released the first major changes to Not-for-Profit financial reporting since 1993. Accounting Standard Update 2016-14 includes significant impact to the look of financials for nonprofits.

If you are in a leadership position or on the board of a not-for-profit, you need to be aware of how this will affect your organization’s financial reporting process. Here are the Top 5 things you need to know about ASB 2016-14:

  1. Net Assets

ASU 2016-14 changes the net asset class structure from Unrestricted, Temporarily Restricted, and Permanently Restricted to Net Assets without Donor Restrictions and Net Assets with Donor Restrictions. This update removes the distinction between temporarily and permanently restricted net assets in an effort to simplify restrictions. In addition, FASB eliminated the “unrestricted” language to reduce confusion. Not-For-Profit entities will continue to report the change in total net assets for the period. They will also have to report changes in each of the two classes of net assets in their Statement of Activities.

  1. Expense Presentation

Not-For-Profit entities are now required to break out expenses by both nature and function. This was previously an option under GAAP, but now all entities must do so. The purpose of the update is to show how an entity’s expenses relate to their programs and to make Not-For-Profits more comparable. Additionally, investments are now presented net of investment expenses. Because of this, it will no longer be included in functional expense breakout.

  1. Statement of Cash Flows

Not-For-Profits may choose to present either the direct or indirect method of Statement of Cash Flows. If the direct method is selected by the entity, it no longer is required to prepare a reconciliation of the change in net assets to net operating cash flows. FASB’s intention was to decrease the burden placed on entities to present the same information in multiple ways. FASB also wanted to increase an entity’s flexibility to present the Statement of Cash Flows using the method that best suits the needs of the entity and its financial statement users.

  1. Increase in disclosures

Another big change with ASU 2016-14 is the enhanced disclosure requirements. The goal is to improve clarity and transparency in reporting. This includes an increase in net asset disclosures to enrich readers’ understanding of the donor restrictions. There will also be a new requirement to provide quantitative and qualitative information regarding the Not-For-Profit’s liquidity. The entity must communicate the availability of financial assets to meet cash needs for general expenditures for one year after the Statement of Financial Position date.

  1. Effective Date

ASU 2016-14 is effective for fiscal years beginning after December 15, 2017 and interim periods thereafter. Changes are to be retroactively applied, with options to omit analysis of expenses and disclosures of liquidity in the year of adoption. Early adoption is permitted, so reach out to a trusted financial expert to discuss whether early adoption is best for your Not-For-Profit.

Sponsel CPA Group has expertise in Not-for-Profit financial reporting, and can go over the new rules with you to find the best options for your organization.

If you have any questions regarding ASU 2016-14, please contact Emily Campbell at (317) 613-7873 or email [email protected].

“What Do You Expect?” is a Good Question to Ask

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services

What is expected of us in our position within a business or organization? It’s a question people tend to ask when they’re first hired or promoted, but not afterward – especially those in an executive or management role.

If you want to excel on a personal basis as well as make the company better, it’s a good idea to regularly ask others, “What do you expect of me?” And not just your supervisors, but also those under you within the hierarchy.

What we often see in a lot of work environments is that in order for a person to achieve excellence, they must have a clear set of expectations for themselves in terms of what their responsibilities and duties are. Sometimes these can be different from the expectations your superiors and subordinates hold. When your sense of expectations varies too far from those you work with, invariably conflict or disappointment arise.

If you’re the CEO or leader of an organization, this disparity can be even more acute. Clearly someone in this position has a lot of responsibilities for having a vision, setting direction and holding people accountable. Because there’s no one “above” you other than shareholders and/or a board of directors, the leader has to have a robust set of expectations for him or herself.

But have you flipped it around and asked the people under you – the department heads, the managers, the rank-and-file – what they expect of you?

If you do so, you may find things they demand of their leader that are not currently a top priority for you – or that are even on your radar at all.

If a leader is proactive in seeking out the feedback of a broad spectrum of people within the organization, it can not only reveal hidden opportunities or challenges, it will also help them improve on their relationships – which opens the door wider to improving on results.

Likewise, if you’re a staff member in a company who reports to someone, it’s wise to focus on setting goals, doing well on performance reviews and identifying unmet expectations. If you’re not meeting the requirements of your position, it’s possible there has been poor communication between you and your supervisor about clearly outlining those expectations.

It’s common in any type of human relationship to fall into the trap of assuming too much about the activities in which we are engaged, such as how our colleagues regard what we’re doing. And we all know the old joke about “assume.”

Gaining feedback about what others expect of us is especially important for employees who have stayed in a single position or department for a long time. They may have become very effective doing things a certain way, so they stick to that modus operandi – because it’s comfortable and because it’s always worked for them.

But the world is always changing, nowhere more so than in business. If an employee fails to recognize that change and adapt to it, it’s easy for a gap to grow between their expectations for the job and what others have. By asking one another what their expectations are for us, it assists us in realizing that we often must change how we deliver a product or service to best serve the customer’s needs.

The benefits of asking for feedback on what others expect of us translates to every facet of life – our bosses, those we supervise, coworkers, spouses, best friends, etc. It never hurts to ask another for a frank appraisal of what they see as your duties and responsibilities.

Whether it’s part of an official performance review or just a quick check-in, keeping the lines of communication open about our expectations of one another is the best way to maximize productivity and performance, not to mention enhance the way we work together.

If you have any questions or feedback, please call Nick Hopkins at (317) 608-6695 or email [email protected].

Employee Spotlight: Adam Parkhurst

adam-parkhurstOne of the newer faces on the team, Adam Parkhurst joined the Sponsel CPA Group team last fall as a Staff accountant in the Audit & Assurance Services department shortly after graduating from Purdue University’s Krannert School of Management with a bachelor’s degree, triple-majoring in Accounting, Management and Finance.

His work includes audits, reviews, compilations and agreed-upon procedures, mostly for clients of privately-owned companies in the construction, manufacturing and not-for profit industries. Adam has already passed the first three sections of the CPA examinations and is preparing to receive his score on the fourth and final part.

Adam was born and raised in Columbus, Ind., playing on the Columbus North High School varsity soccer team. He loves to play and watch all sorts of sports, cheering the teams at Purdue, the Colts and the Pacers. He regularly takes part in cycling races and triathlons, including charity events, and is currently training for the Race Across Indiana Bike Race in July and the Hilly Hundred in October.

In August, Adam will be a participant in The Subaru CASA Cycling Challenge, a 24-hour race that raises money for Casas for Kids fund, a non-for-profit organization to support abused and neglected children in Tippecanoe County.

Indiana Moves Up Ranks of Business-Friendly States

Eric WoodruffBy Eric Woodruff, CPA
Manager, Audit & Assurance Services

Indiana has moved up to two spots in CNBC’s rankings of “America’s Top States for Business,” according to the new list for 2017. The Hoosier State now comes in at #14, compared to the 16th slot last year.

The annual list looks at a variety of factors, economic and otherwise, to determine which states are the friendliest to starting and growing businesses — and which are not. For 2017, Washington ranked #1 and West Virginia came in dead last.

“Low costs and a solid infrastructure meet at the Crossroads of the World, but quality of life tends to lose its way,” CNBC said about Indiana.

As in previous years, Indiana scored very well on Cost of Living and Cost of Doing Business (both #2 in the nation). The quality of the state’s Infrastructure also buoyed their standing with the #3 ranking. The state also tied at 8th for Business Friendliness, tied for 10th in overall Economy and 24th in Access to Capital.

The state got dinged by coming in 45th on Quality of Life, 35th on Workforce and 29th on Education.

The state profile by CNBC noted that Indiana has a very strong bond rating and outlook (Aaa by Moody’s and AAA by S&P), low individual and corporate income tax rates (topping out at 6.25% and 3.23%, respectively) and a very low unemployment rate of 3.2% as of this May. Economic growth for the fourth quarter of 2016, at a feeble 0.8%, was down compared to the rest of that year.

After Washington, Georgia, Minnesota, Texas, North Caroline, Colorado, Virginia, Utah, Tennessee and Massachusetts rounded out the CNBC’s top 10.

Although CNBC’s list is the most watched, other sources also produce their own lists of state business and economic rankings. Here’s how Indiana stacks up in a few of those:

5th – Best & Worst States for Business, ChiefExecutive.net

8th – Top States for Doing Business, Area Development

8th — 2017 State Business Tax Climate Index, The Tax Foundation

13th – Best States for Business, Forbes

We are proud of our state for business environment. We also believe these ranking will assist our state economy as we grow and develop our existing Hoosier businesses, as well as attract new businesses and talent to share in our success.

If you need any assistance with helping your business move up, please call Eric Woodruff at (317) 613-7850 or email [email protected].

Woehler, Cangany promoted to Senior

Aimee WoehlerBrandon CanganyWe are pleased to announce the promotion of two key members of our team to Senior staff accountant: Aimee Woehler of the Entrepreneurial Services department and Brandon Cangany of Tax Services. Aimee joined Sponsel CPA Group in 2014, and Brandon arrived the year after. Both have proven their expertise and dedication to bringing value to our clients. Congratulations to them both!

Casper Named to Emerging Leaders Alliance

Lila CasperKudos to Lila Casper, a Staff accountant in Audit & Assurance Services, on being appointed to the Emerging Leaders Alliance within the Indiana CPA Society. Her term will start later this month. Aimed at up-and-coming leaders, ELA members serve as advocates for the CPA profession, as effective communicators to peers and as active volunteers in Society outreach.

Food Drive for Shepherd Community

Shepherd Food Drive 2017

Thanks to everyone at Sponsel CPA Group who participated in the Quarles & Brady LLP 2017 Summer Hunger Drive benefitting Shepherd Community Center. We were able to put together quite a package this year to benefit Shepherd, which works with neighborhood youth on the Eastside of Indianapolis to break the cycle of poverty and cultivate strong families and vibrant neighborhoods.

New Insights on Occupational Fraud

Amber HooverBy Amber Hoover, CPA/ABV
Senior Valuation Analyst

Occupational fraud continues to be a serious problem for many businesses across a wide range of industries. Asset misappropriation is a common type, often involving cash schemes — skimming, larceny and fraudulent disbursements.

The Association of Certified Fraud Examiners submitted their most recent findings in their 2016 Global Fraud Study. It includes many insights on who, when and how occupational fraud is most likely to occur.

Small organizations (under 100 employees) were the most common victims in this study, at approximately 30 percent. The median loss for all cases was $150,000, according to the study.

The best way to deal with occupational fraud is to avoid it. While no system is perfect, taking preventative steps with a robust set of oversight measures is the best defense.

It’s also prudent to conduct periodic audits and other types of in-depth financial analysis to detect when fraud has occurred.

Based on this new data, occupational fraud is most often committed by perpetrators with the following demographics:

  • Gender — Males account for 55.7% of total cases of occupational fraud cases that occurred in the United States.
  • Age — According to the study, approximately 55% of perpetrators were between the ages of 31 and 45.
  • Education — Approximately 60 percent of perpetrators have a college degree or higher.
  • Position of Perpetrator (cases that occurred in the United States) — Occupational fraud is committed most frequently by the rank-and-file employees of a company, but losses by managers/executives result in much higher median losses.
    • Employee — 45.3% of cases; median loss of $54,000
    • Manager — 31.1% of cases; median loss of $150,000
    • Owner/Executive — 19.9% of cases; median loss of $500,000
  • Perpetrator’s tenure with the business — The longer an employee works for a company, the more trust they can build with their supervisors and co-workers.
    • Less than 1 year — 8.2% of cases; median loss of $49,000
    • 1-5 years — 42.4% of cases; median loss of $100,000
    • 6-10 years — 26.5% of cases; median loss of $210,000
    • More than 10 years — 22.9% of cases; median loss of $250,000
  • Department within organization — Employees in the accounting department generated the highest number of occupational fraud cases according to the study, followed closely by operations and sales, respectively.
  • Prior criminal background or negative employment history — Approximately 88 percent of the cases with prior criminal background information available indicated that the perpetrator had not been previously convicted of a fraud-related offense. Of the cases with employment history available, approximately 83 percent indicated that the perpetrator had no prior termination or punishment for an occupational fraud.

Please keep in mind these demographics are not indicative of an employee who will commit occupational fraud, but are merely common demographics among occupational fraud perpetrators.

If you are concerned about occupational fraud in your organization, please call Amber Hoover at (317) 613-7844 or email [email protected].

Woehler named Senior by Sponsel CPA Group

Aimee WoehlerAimee Woehler has been promoted to Senior accountant by Sponsel CPA Group, the company announced. She joined the firm’s Entrepreneurial Services department in 2014.

“Aimee’s expertise and devotion to meeting clients’ needs has been a real asset for the company,” said Lisa Purichia, Partner and Director of Entrepreneurial Services. “Sponsel CPA Group prides itself on offering a range of outsourcing services to help businesses and individual entrepreneurs focus on their core mission.”

In addition to public accounting, Woehler has an extensive background in the not-for-profit sector. She holds a bachelor’s degree in accounting from Clemson University. Her duties include setting up QuickBooks for clients and training their personnel in its use, plus handling payroll processing, quarterly payroll returns and monthly bookkeeping services.

 

Sponsel CPA Group promotes Brandon Cangany

Brandon CanganySponsel CPA Group has promoted Brandon Cangany to Senior accountant in its Tax Services department. He joined the firm as a Staff accountant in 2015 after graduating from IUPUI’s Kelley School of Business, earning double majors with distinction in finance and accounting.

His duties include preparing tax returns for individuals, corporations, pass-through entities and non-profit organizations, as well as tax planning, projections and tax notice responses.

“Brandon has proven time and again the dedication he has for our firm, and the value he strives every day to bring to our clients,” said Nick Hopkins, Partner and Director of Tax Services. “We take great pride in recruiting and developing some of the top young accountants in Central Indiana.”

The Real Purpose of Your 401(k) Audit

Mike BedelBy Mike Bedel, CPA, MBA, CGMA
Partner, Director of Audit & Assurance Services

If your company’s 401(k) plan has more than 100 eligible participants, it is large enough that the U.S. Department of Labor requires an audit of your plan. This audit must be attached to your annual 5500 filing, but is often viewed as an unnecessary compliance cost by the 401(k) plan sponsor.

The true purpose, however, for the required audit of this employee benefit plan is to protect various stakeholders in the plan, especially the plan participants.

Many employees rely on their 401(k) plan to save for retirement. Many expert resources such as Forbes describe it as “the single best wealth accumulation vehicle available to the vast majority of Americans.”

However, most employees are not well-versed in how their 401(k) plan operates. As a result, they may not be aware if their personal accounts are not being appropriately credited for their contributions.

By taking the audit process seriously, the plan sponsor communicates that they understand the value their employees place on the wealth they’ve accumulated in their individual 401(k) accounts. When a plan sponsor makes decisions that minimize the role of the audit, they are perceived by their employees as not valuing the hard-earned money set aside over the years – or even as putting their own interests ahead of the employees’.

The Department of Labor and the Internal Revenue Service continue to emphasize the importance of fiduciary responsibility to those involved in the management of the retirement plans. They also stress the importance of a thorough and complete audit process as a significant means of oversight on the plan’s operations.

Additionally, the audit provides some protection to a fiduciary of the plan who is taking their role seriously. It is a way for them to act upon their responsibilities to protect the plan. And it serves to identify if the plan is operating outside of compliance with regulations from the DOL or IRS.

Sponsel CPA Group performs audits of defined contribution employee benefit plans, such as 401(k) plans. We take this responsibility very seriously and value the role we play in protecting the interest of all stakeholders for the plans we audit.

If you have questions about audits of 401(k) plans, please contact Mike Bedel at (317) 613-7852 or email [email protected].

 

Do I Need a Personal Coach?

Lisa PurichiaBy Lisa Purichia
Partner, Director of Entrepreneurial Services

If you’re the owner of a business, you probably have experienced times where it felt like the people who work for you expect you to know everything about every single aspect of the operation. But everyone has gaps in their knowledge and experience. The best managers not only recognize their shortcomings, they take steps to address them and fill in those holes.

It doesn’t matter how you came into ownership of your company – whether it’s a family-owned enterprise where you watched previous generations run it, you bought into the business or started it yourself and watched it grow. And no matter what fancy title you wear – President, CEO, etc. – everyone has areas of leadership they need to work on.

Once you’ve acknowledged the need to improve and have identified the areas where you need to be more proficient, the question becomes one of how to go about attaining those skills. Some people consume books on leadership development, or even biographies of noted business leaders.

One method growing in popularity is to invest in a personal coach. This is an expert you contract with, generally on your own time and your own dime, who gives you confidential advice and counsel on how to improve yourself as a professional. They point you to educational opportunities and help you keep on track with timelines, goals and milestones.

In short, a personal coach can help you formulate a path to individual excellence.

This is a route that more and more people are taking, from partners at the biggest law firms to middle managers in smaller enterprises. They’re seeking out an individual professional resource to make themselves better, and in turn make their businesses more successful.

A personal coach, also known as an executive coach, is someone outside of the business who can offer a fresh perspective and assess your personal needs and resources. This can extend beyond purely company-related concerns to tangential areas like your personal and social life.

Though the choice of scope is yours, oftentimes a deficiency you’re experiencing – such as trouble communicating your needs — can bleed through all aspects of your life. An outsider’s perspective can help you see where imbalances lie in your personal and professional endeavors.

As a leader, it can be easy to become distracted and unable to see if we’re doing well or not, because we’re in the middle of a swamp known as the day-to-day operations of an organization. It may well be that you’re doing a great job, but feel overwhelmed and lacking the feeling of success. It can also be there are areas where you’re falling down on the job, and are failing to acknowledge them.

Most assessments by a personal coach will show that the executive is doing pretty well overall, but identify specific areas that need to improve. I know of several business colleagues who have utilized a personal coach, and they say it really helped them be more effective at what they want to do.

A personal coach may not be for everyone. But if you find yourself struggling to meet goals that you have set for yourself, or feel overcome by the daily grind of leadership, consider the services of a personal/executive coach to help yourself improve on an overall basis. The disciplined approach to a personal improvement plan, facilitated by a personal coach, may let you realize the passion and fulfillment you thought had disappeared!

Your team members may think you know it all, but any good business owner/manager realizes it isn’t so. It takes a humble person to admit their faults, and it takes dedication to develop a plan to improve your skillset. If you’re one of those people who strives for ways to improve themselves, a personal coach can be a wise investment in pursuit of your personal happiness.

 

If you have any questions or comments, please contact Lisa Purichia at (317) 608-6693 or email [email protected].

Employee Spotlight — Brandon Hoge

Brandon_Hoge_smallAs a Staff accountant in the Audit & Assurance Services Department, works on audits, reviews, compilations and agreed-upon procedures for clients, primarily closely-held companies in the construction and manufacturing industries, as well as not-for-profits. He joined the firm in 2015 after graduating from IUPUI with a master’s degree in accounting, after previously receiving a bachelor’s degree in financial planning from Purdue University. He also served an internship at Sponsel CPA Group before being brought in as a permanent member of the team.

Brandon has already passed the exam for CPA licensure, which he will receive later this year after earning the requisite two years of public accounting experience. He is a member of the Indiana CPA Society.

In his spare time, Brandon enjoys exercising and playing sports, listening to music and watching movies and television, and rooting for his favorite teams: Purdue, the Indianapolis Colts and Chicago Cubs.

Cybersecurity: Beware of Sophisticated Phishing Attacks

Chris EdwardsBy Chris Edwards
Manager, IT Services

Phishing attacks are nothing new, but lately they’ve reached such a level of sophistication that they have even fooled information technology experts.

Phishing, which is mostly encountered via email, tricks people into clicking on a link that appears legitimate in order to steal confidential data – or even your identity.

How bad is the problem? As many as 100,000 new phishing attacks are reported every month, according to the Anti-Phishing Working Group. The FBI even believes a phishing email is how Russian hackers infiltrated the Democratic National Committee servers, according to Wired.

The most common form of phishing involves convincing you to login to an existing account you already have, such as your bank or email. It might say something like, “You need to update your account” or “Log in to see your benefits.” This is known as the “worm,” i.e. the bait that catches your eye and gets you to strike.

(In phishing, you are the fish!)

Clicking on their link takes you not to the actual website, but a dummy site the phishers have set up to mimic the real one. It can even have the same design and logos of the one you’re used to. Once you put in your username and password, they’ve caught you.

Lately phishing scams have been coming through Dropbox or other popular file-sharing services. We’ve even encountered them on lesser-known paid services like Sharefile.

Earlier in May, there were widespread media reports of a phishing scam that prompted receivers to open a Google Docs file. Since this is such a commonplace activity, many people clicked on the blue “Open in Docs” button without thinking. It would then take them to a site where they were asked to login to their Google account.

Unfortunately, there really isn’t a strong defense against phishing other than warning your team to be vigilant. Spam filters will catch some of them, but since phishers change email addresses so often, many will get through to your inbox.

The simplest defense is to be wary. If something seems wrong about a message, it probably is counterfeit. You may receive an email from someone you know, asking you to open document. But if you weren’t expecting a file from them, be cautious.

This is a good example of using existing technology to bolster another one. If you receive an email from a colleague you suspect is bogus, pick up the phone and ask them if they sent it.

Another option is to use a two-factor authentication when logging into a secure site. This can be an automated phone call or text message to your phone in addition to the login you use on your computer. It’s much more difficult from phishers to infiltrate your identity this way.

Also, be suspicious if a website asks you to login to an account that you’re already automatically logged into when your computer boots up, such as the Google account you may use for Gmail. Take a look at the URL web address at the top of your browser. Or, you can mouse over a web link without clinking on it to obtain a preview of where it will take you.

If the web URL looks strange or doesn’t conform to the normal address you’re used to, that’s a big red flag. Talk to your company’s in-house IT professionals, or whoever your vendor is, if you’re unsure.

They key is not to clink blindly on every web link that shows up in your email inbox or on websites to which you’re directed. The best way to avoid getting phished is to not take the bait.

If you need to consult with an expert about protecting your company’s information systems, please call Chris Edwards at (317) 613-7855 or email [email protected].

CPA Celebration Honorees

INCPAS honors
Tom Sponsel, Emily Campbell and Ryan Hodell (l-r) were honored at the 2017 INCPAS CPA Celebration on May 12.

The Indiana CPA Society (INCPAS) held their annual CPA Celebration on May 12th. Sponsel CPA Group had several team members recognized for their accomplishments.

Emily Campbell and Ryan Hodell were recognized for successfully passing the rigorous CPA Examination!! Tom Sponsel was recognized for reaching his 40th anniversary of INCPAS membership.

We would also like to congratulate Brandon Hoge, who has also successfully passed the CPA Exam. He will be recognized at next year’s CPA Celebration after attaining two years of public accounting experience.

We are very proud of all our team members, but want to congratulate those that were recognized at this annual INCPAS event!

Are All Values Created the Same?

Amber HooverBy Amber Hoover, CPA/ABV
Senior Analyst, Valuation and Litigation Services

When valuing a business or partial equity interest in one, the valuation analyst relies on a “standard of value” as the definition of the value being determined. The standard of value is typically dependent upon the intended purpose of the valuation, and thus different standards of value may result in different values.

The following is a discussion of the more frequently utilized standards of value and an example of their respective application. This highlights that not “one size fits all” when valuing a business. So careful application of the appropriate standard of value is a critical step in valuation process.

The term Standard of Value is defined by the International Glossary of Business Valuation Terms (the “Glossary”) as: the identification of the type of value being utilized in a specific engagement.

The most popular Standard of Value is Fair Market Value.

Fair Market Value (FMV)

IRS Revenue Ruling 59-60 defines FMV as: The price at which the property would change hands between a willing buyer and a willing seller when the former is not under any compulsion to buy and the latter is not under any compulsion to sell, both parties having reasonable knowledge of relevant facts.

This definition of FMV is most often utilized in valuations for reporting to the Internal Revenue Service (IRS). This definition is also frequently utilized in many other valuation contexts, because of its recognition and acceptance by the IRS as the FMV, Standard of value.

Court decisions on the use of this definition state the hypothetical buyer and seller are assumed to be able, as well as willing, to trade and be well informed about the property and its marketability.

The Glossary defines FMV as: The price, expressed in terms of cash equivalents, at which property would change hands between a hypothetical willing and able buyer and a hypothetical willing and able seller, acting at arm’s length in an open and unrestricted market, when neither is under compulsion to buy or sell and when both have reasonable knowledge of the relevant facts.

This definition has been accepted and endorsed in the standards of the following organizations that train and educate valuation analysts: the American Institute of Certified Public Accountants (AICPA), American Society of Appraisers (ASA), National Association of Certified Valuation Analysts (NACVA) and Institute of Business Appraisers (IBA).

Because of the endorsement by these organizations, this definition has become the one frequently applied when valuing a business (or partial ownership) outside of an IRS reporting situation, e.g., a dispute, marital dissolution, merger, acquisition or sale, buy/sell value, etc.

Fair Value (FV)

Fair value differs from FMV and is another frequently utilized standard of value. Fair value is typically defined in the particular context it is being utilized/required. For instance, many states have a statutory definition for Fair Value that is required to be utilized in certain litigation.

Indiana State Statute defines FV with respect to a shareholder dissenter’s shares as: The value of the shares immediately before the effectuation of the corporate action to which the dissenter objects, excluding any appreciation or depreciation in anticipation of the corporate action unless exclusion would be inequitable.

Thus in Indiana, in the context of a dissenting shareholder litigation proceeding, FV would be the standard of value that should be utilized.

Another popular venue for FV is in the context of financial reporting. Generally Accepted Accounting Principles (GAAP) require certain assets and liabilities of a business be reported at their fair value.

GAAP defines FV as: The price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. Source: Financial Accounting Standards Board Accounting Standards Codification glossary.

This Standard of Value is used for financial reporting purposes, i.e. the determination of the value of goodwill for impairment analysis.

Investment Value

Investment value is defined by the Glossary as: The value to a particular investor based on individual investment requirements and expectation.

This standard of value is best utilized in a sale, merger or acquisition transaction where a known buyer or seller wants to identify/justify a specific value using a specific set of criteria.

As you can see, these three standards of value have very different definitions. Thus, applying the different definitions should lead to dissimilar results. Knowing which standard applies in a particular situation is critical to obtaining a value for a business or partial ownership interest that is relevant and reliable for the circumstances.

Make sure you utilize a knowledgeable and qualified valuation analyst when you need to value a business. They can help you choose the right standard of value, and thus obtain a value that meets the needs of your situation.

If you have any questions about standards of value, please contact Amber Hoover at (317) 613-7844 or [email protected].

Should I Fire My Largest Customer?

Tom SponselBy Tom Sponsel, CPA/ABV, CFF
Managing Partner

Everyone who’s ever run a business understands the concept of having a customer who’s more important than the rest. After all, nothing happens without a sale, and no sale occurs unless there’s a customer. But a very large customer may not always be the best thing for your company.

Often we find that a business owner/manager hasn’t performed adequate analysis to see if their biggest customer is really producing the outcomes they desire. They may look at the top line and see that their largest client is responsible for a huge chunk of total revenue. What they don’t realize, is that single customer may be eating up a disproportionate share of resources and thus not having the impact on the bottom line as assumed.

It’s also not healthy when a firm has a customer so big that they are economically dependent on them. When this happens, we even see the customer starting to dictate policies, procedures and prices. They monopolize resources and hinder the ability of a company to grow and evolve. Soon your business becomes a mere extension of their business. They many times become a barrier to growing the enterprise with new customers, even some which may have greater bottom line potential impact!

The corporate world is littered with people who built a great company, but depended on a single client for 60 or 70 percent of their revenues. When that went away …the firm floundered.

Leaders should strive to have a customer base that is large and diverse enough, that the sudden loss of any single customer would not threaten their continued viability as a going concern. Always preserve your independence to the point you have the freedom to “fire” your biggest customer, if the relationship is no longer mutually beneficial.

It’s easy to become bedazzled by a big client. You enjoy the prestige of partnering with a high-profile company, and the numbers on your gross revenue spreadsheets are eye-popping.

But when is the last time you performed a gross profit analysis, looking at not only sources of revenue, but how much you are spending to serve them? Explore beyond the topline numbers to reveal the true cost of having them as a customer. Are there other initiatives you’ve been wanting to explore, but your team is so monopolized there isn’t time pursue them?

There’s nothing wrong with having a big client who generates profits for your business. But a prudent business leader will look at the longer term, and manage clients so as best to perpetuate the sustainability of your own organization, including your overarching mission and the welfare of your employees. You want every relationship between your company and its customers to be win-win for both parties.

The example of one of our clients best illustrates this point. During the Great Recession, they lost a major customer and as a result a big portion of their topline revenue. But they were surprised to find that their profitability actually INCREASED! That’s because they had lost sight of how much it was costing the business to serve that one client. By being forced to explore other opportunities, they were able to make up the difference – and more.

In another case, the largest customer demanded and was provided terms which allowed payment of invoices within 75 days rather than the normal 30 days. Thus company was being “the Bank” for the large customer thus requiring the company to increase their working capital line of credit to fund the accounts receivable extended terms, thus increasing their risk and interest costs.

This is why it’s prudent to run an analysis from time to time on your customers. Take a look at not just the benefits, but also the risks of having a large customer.

If the overall profitability of a customer is not commensurate with the level of services they are demanding, or if you find yourself unable to adequately meet other customers’ needs, or if you find yourself economically dependent on the leadership of another company, you might want to consider severing or altering that relationship.

It’s better to fire your biggest customer than become beholden to them, which may stifle your own ability to GROW! Because when that happens, for all intents and purposes, they own your company as well as their own. They may squeeze your profit margins that they become razor thin, and/or demand additional services that further squeeze your profitability. You find yourself in a vicious cycle of trading dollars, but not realizing an adequate rate of return on your investment.

In every healthy business relationship, it must be mutually beneficial for both parties. Just make sure your well intended desire to hang on to that BIG customer, does not get in the way of other growth objectives of your business!!

If you need any advice about how to analyze your customer profitability, please call Tom Sponsel at (317) 608-6691 or email [email protected].

Employee Spotlight: Lindsey Anderson

Lindsey AndersonLindsey Anderson joined the firm in November of 2012, and has become a leader in ensuring the turbulent annual tax season always sees smooth sailing. As a Manager in Tax Services, her duties include tax compliance, projections and consulting with clients from many industry sectors with their tax planning matters. During the past year, she has also commenced delivering outsourced CPA services to several clients, as she continues her growth in the firm and building her versatility.

Lindsey earned a bachelor’s degree in accounting from the University of Indianapolis. She grew up in The Region of Northwest Indiana, a stalwart athlete who played on softball teams since she was a little girl through all four years of college. She roots for the Colts and Cubs, and has two animal children, Vinny and Freeney. Lindsey unwillingly admits to enjoying celebrity gossip and reality TV.

In her spare time, Lindsey volunteers with Heritage Place of Indianapolis, a nonprofit that helps older adults find and preserve their independence, serving on their Board of Directors. She is a member of the American Institute of CPAs and the Indiana CPA Society.

What Is Your Continuous Improvement Plan?

Jason ThompsonMany occupations start out with initial requirements for training or certification. For instance, a Certified Public Accountant (CPAs) needs a master’s degree in accounting, then must study for, take and pass an exam to get a CPA license. An electrician begins as an apprentice, then progresses to a journeyman before becoming a master electrician. For many, education and training are something you do at the start of your career, rather than a life-long endeavor toward self-improvement regardless of where you are in your career.

Whether you own the business, are managing it or a new staffer, consider developing your own Continuous Improvement Plan (CIP). Your CIP can be as simple as a list of goals, prioritized with a plan of action and timetable. If you’re in a position of influence in your organization, encourage other team members to each write their own CIP.

Start with what makes sense for your chosen occupation. For example, in addition to being CPA, I have obtained an Accreditation in Business Valuation (ABV), and am also an Accredited Senior Appraiser (ASA), a Certified Fraud Examiner (CFE) and Certified in Financial Forensics (CFF).

From there, think about the knowledge and talents necessary to help you become a more valuable member of your company’s team. This knowledge and experience will not only help you rise within the ranks of your organization, it can also focus your interests and assist you in planning your career goals for the next five, 10 or 20 years.

Some companies have a formal process for CIPs, including assigning each employee a coach to help them develop their skills and expand their base of knowledge. The goal of this process should be to have each employee develop into a well-rounded person as they move up the chain of responsibility. Too often, newly promoted employees are found to be lacking skills their new position requires.

For example, many if not all Millennials joining the job market today are more technologically savvy than any generation before them. They’re digital natives who grew up with the Internet and mobile devices. Many however, tend to be weaker on the “soft” skills necessary to advance into senior leadership roles: writing, speaking and communicating objectives.

Companies with a formal CIP process may need to allocate time and money for their employees’ improvement plans, and even provide a curriculum.

Some mutual benefits of a corporate CIP process are; team members realize they are valued by their organization, climb to higher positions with increased responsibilities, and realize their personal goals. The employer gains a stronger and more valuable workforce with more diversified capabilities, which in turn can translate to greater employee morale and loyalty.

As you and your team develop CIPs, don’t forget to talk to customers about the products and services they desire to assist them in their operations. Use their input to tailor the improvement plans, balancing individual preferences with the skills needed to deliver on what your clients want.

Your company may already be great at what it does. To continue or even prolong its greatness consider encouraging employees to hunger for improvement of themselves and their capabilities. This can lead to growth and evolution from new opportunities.

If you have questions or comments, contact Jason Thompson at (317) 608-6694 or [email protected].

Check out our billboard!

Sponsel billboard

Sponsel CPA Group has a new billboard up, which you can see on eastbound I-70 near the Emerson Avenue exit. The firm received the signage as part of a fundraising effort for a very worthy nonprofit, the Leukemia & Lymphoma Society. We are sponsoring our friend, attorney Rich Blaiklock, for their Man of the Year Award. The billboard is part of a digital rotating display and will be up until mid-May.

Office will close April 21st

In keeping with company tradition at the close of tax season, the Sponsel CPA Group office will be closed on Friday, April 21st to give our staff a well-deserved break. We look forward to serving you when we resume normal business hours on Monday.

Thank You to our team and clients

The partners would like to recognize the incredible members of our team, who have put in many long nights and weekends to ensure all our clients’ needs were fulfilled during another busy tax season. Thanks to them for their hard work and unselfish efforts and their families for their sacrifices and patience during this challenging part of our professional year!

We as CPAs value our many client relationships and the esprit de corp of working together as a team meeting rigid deadlines. But the nicest part of this time of year is that we can honestly state: TAX SEASON IS OVER!!! Happy Spring!!

Changes to Auditing Standards for Going Concern

Mike BedelBy Mike Bedel, CPA, MBA, CGMA
Partner, Director of Audit & Assurance Services

The AICPA Auditing Standards Board (ASB) has updated their standards on the topic of Going Concern. Statement on Auditing Standards (SAS) No. 132 was issued in February 2017 under the title, The Auditor’s Consideration of an Entity’s Ability to Continue as a Going Concern.

The term “going concern” relates to the expectation that an entity will continue operations in the future. It is often taken for granted, or assumed, that the entity under audit will continue operations in the near future.

These new standards supersede previous guidance that existed for auditing standards, SAS No. 126 (under the same title), and follows recent pronouncements on the same topic by the International Auditing and Assurance Board. In 2014 Accounting Standards Update 2014-15 was issued to place the initial responsibility to identify a going concern on management, before the auditor is required to address the topic.

This most recent update is effective for audits of financial statements for the year ending December 31, 2017.

SAS No. 132 aligns the previous standards more closely with the responsibility placed on management by ASU 2014-15. It also aligns the auditing standards with standards recently issued by the Governmental Accounting Standards Board (GASB).

SAS No. 132, clarifies that the auditor is responsible to determine whether management has appropriately utilized a going concern basis of accounting and whether there are any substantial doubts about the entity’s ability to continue as a going concern in the near future.

SAS No. 132 also adds a requirement to evaluate the reliance upon third parties, owners or management in the organization’s plans to continue as a going concern.

For more information about the topic of Going Concern, please contact Mike Bedel at (317) 613-7852 or email [email protected].

Innovation Will Set You Apart!

Lisa BlankmanBy Lisa Blankman, CPA
Manager, Audit & Assurance Services

The concept of innovation is very critical to any organization that wants to grow and evolve. Some business leaders will fall into the pattern of doing things the same old way, almost out of habit. And not without reason: if the status quo has worked well for a long time, there is fear of disrupting a pattern of “success” by changing. A feeling of safety and consistency is comforting.

But the only truly consistent thing about the marketplace is that it is always changing. If you’re not looking ahead, you’re already at risk of falling behind. A “success” of the year 2005, may lead you to a false sense of accomplishment. A prudent leader must be intentional in driving new ways of thinking into their organization.

In order to build a business that will be successful for the long term, you must create a philosophy and corporate culture of continuous innovation. That mindset needs to be a component of everything you do. “Change” is the only constant in your strive to be superior to your competition.

When we talk about innovation, most people think of a specific product or service that is ahead of the competition. And that can be critical to your success, given the rapid changes in technology and social engagement. Devices and ways of doing things can quickly become obsolete.

Remember standalone GPS devices? Ten to 12 years ago, they were the hot new gadget everyone wanted. Now they’re in the technological dustbin. And how about fax machines? It’s difficult to even find one nowadays that’s not incorporated into a printer/scanner.

So beyond finding that next product or service, try to be innovative in the way you deliver that to the marketplace. Innovate in the way you interact with your customers, be creative in how you deal with vendors, employees and other stakeholders.

In short, focus on making innovation not a one-off event but a continuous theme that is driven into the heart and soul of your organization’s culture.

Examine your internal processes from time to time and ask yourself if they are up to speed. Look at what others in your industry are doing, especially those who have recently adopted new methodologies. Are they working? Can they be improved upon?

Talk to your customers and vendors and ask their advice. See what their needs are, and task your team with coming up with a better way to satisfy it. Solicit your team of employees: “Is there a better way to do this?”

For example, in the accounting/bookkeeping world it was once a universally accepted practice to make a daily run to the bank for deposits. Now that’s virtually all handled with online tools. And that came to be because some people thought about ways to make the process faster, simpler and more reliable. Improved Productivity!!

The reality is that new products and service follow innovation, not the other way around. Innovation is a mindset that constantly questions how you’re doing things, and looks for ways to do it better.

If you’re a business owner or manager, thinking innovatively means being responsive to what the market demands. You should want your company to be seen as creative and dynamic. An organization doesn’t necessarily have to live on the bleeding edge, but at least be in tune with the latest best practices.

Whatever you do, you don’t want your company to be regarded as being obsolete or out of the mainstream of what the consuming/retail customer expects. That is not a formula for growth and prosperity. At a minimum, be open-minded to a different way of accomplishing a goal and encourage your team members to make similar recommendations.

When your organization is viewed as being proactive in adopting new ways of doing business, it’s easier to attract more customers and explore untapped opportunities.

If we can assist you with any process improvement, please contact Lisa Blankman at (317) 613-7856 or email [email protected].

Employee Spotlight – Tom Sponsel

Tom SponselAfter 40 years in public accounting, Tom Sponsel is a fixture in the Central Indiana business community. He has helped countless people achieve their personal and entrepreneurial dreams.

Nearly eight years ago, he had the idea to launch a new kind of CPA firm, gathering a team of trusted professionals with a diverse set of skills and unified in the mission of providing clients not just financial acumen, but executive-level counsel to bring more value to their endeavors. Tom is proud of the fact that in most cases, our clients become friends, the ultimate endorsement of a trusted relationship.

Under his leadership as Managing Partner, Sponsel CPA Group has been recognized as one of the fastest-growing firms in the Midwest. Tom provides comprehensive strategic advice to corporations, family-owned and closely-held businesses and nonprofits at every stage in their growth cycle. He is also recognized for his experience in succession/estate planning and mergers & acquisitions.

In addition to being a CPA, Tom is Accredited in Business Valuation (ABV) and Certified in Financial Forensics (CFF), and provides expert testimony in legal proceedings. He often makes public/media appearances, has been profiled in The Indianapolis Star, and has received awards and professional acclamations, for which he is humbled.

Tom’s lifelong passion for community service has become a core staple of the firm’s culture. Tom and his six siblings are very proud of their heritage of growing up on the near-eastside of Indianapolis. He has held many volunteer positions or donated his time to numerous community endeavors, including the Catholic Community Foundation, Arsenal Tech High School, St Philip Neri Parish & School, St. Vincent Health, Perry Township Schools, the Indiana CPA Society and the Archdiocese of Indianapolis.

He takes great delight and comfort in his wife of 42 years, Barbara, their two grown children and five grandchildren. When he’s not working or volunteering, Tom likes to read – especially business profiles and self-improvement books – watch the Colts and Pacers, and play with his grandkids, who “make the world a lot more joyful.”

“Clearly the last eight years have been the most exciting times in my professional life. We’ve worked hard to get here and enjoy the success that we have,” Tom said. “I think a lot about the promising future that lies ahead of us, and cultivating the people who will take us there. I get a great deal of personal satisfaction in seeing young people recruited out of college, join the firm, progress and grow into leaders.

“We truly do it all as a team. We all work together in a very unselfish way, and that’s been the key to what we’ve achieved — TOGETHER!!! … and WE HAVE FUN EVERYDAY!!!

Speed is Key to Success in 2017

Eric WoodruffBy Eric Woodruff, CPA
Manager, Audit & Assurance Services

Technological advances always bring new opportunities, but also fresh challenges. Just a decade ago, a phone call or an email from a customer could be reasonably expected to be returned in a day or two. Now, with social media, texting, Snapchat, etc., any communication response that isn’t near-instant risks alienating a client and sending them running to a competitor.

Our society is undeniably a speedier one – so an organization’s chances for success rests more on being highly responsive in the manner the consumer prefers.

The speed factor also makes it harder to make your company set itself apart in its products and services. If everyone’s customer service is expected to be lightning fast, the marketplace becomes like the cavemen running from the sabre tooth tiger – the slowest one is the loser.

Think about Amazon. People have gotten used to ordering something at noon, and having it waiting for them on their doorstep when they get home. And with Amazon’s pilot program in drone deliveries, the wait can be cut to literally minutes!

That mentality is now spreading to every customer interaction and every industry. Business owners and managers need to ask themselves:

  • Are we set up to be nimble and flexible in responding to our customers and stakeholders?
  • How quickly do we respond to communication contacts?
  • How quickly can we adapt to new changes so we can beat our competition to the market?
  • Is our website set up so it can be properly viewed on a mobile device? Is it easy to find information on our products and services?
  • How can we make it easier to do business with our company?
  • Are we set up to meet the 24/7 demands of the e-commerce world?
  • How can we stay abreast of upcoming developments?

As a rule of thumb, any contacts from potential new customers should be responded to the same business day. The person or persons monitoring the phone extension or email address linked to your website’s “Contact Us” page should be your proactive point person. Even if a principle team member is not available, at least have a responder let them know when they can expect communication from them.

Just a quick acknowledgement can give the person reaching out that “touch” they need to feel their concerns are being addressed in a timely way. It is important to acknowledge the request and set the expectation of a timely response.

If you’ve ever participated in any customer feedback services, you probably know how important a quick response can be. A horrible client experience can often be rectified with a timely attempt to make good on any failure to meet expectations. On the flip side, a response that is late is usually going to be seen as lacking from the customer’s dissatisfaction perception, and any apology as disingenuous.

Even worse than a slow response is none at all. If you’ve been asked to fill out a survey from, say, a car rental company and gave negative ratings, you may have checked a box that asked if you would like to speak to a manager. Did that manager ever get back to you? If not, chances are you’re not using that car rental agency anymore. Today’s world of commerce demands immediate responsiveness.

It’s also wise to manage expectations for response, especially with existing customers. Have your voicemail message or out-of-office email function let people know you will try to get back to them within 24 hours. If that’s not sufficient for their needs, provide an alternate contact within your business who can jump on the requested task ASAP.

It may sound self-evident, but even an automated response that says “I’ll get back to you soon” is better than none at all.

Analyze your company’s response to communications and judge if your organization is meeting the speed factor necessary for success in 2017. Call your clients and vendors and ask them if they feel your staff is sufficiently responsive.

If the answers you receive are negative ones, take a look at your controls and processes to see how you can get things up to the speed you need.

If we can assist you with any process improvement, please contact Eric Woodruff at (317) 613-7850 or email [email protected].

Thank You during tax season

It is our pleasure to serve our many friends and clients during the busy tax season. We very much appreciate your business, and for any referrals you provide. We are always seeking new client relationships, or to expand the ones we have! Let us know if there is any way Sponsel CPA Group can help you realize your personal and professional goals.

Have a safe Spring Break

Spring officially arrives Monday, March 20 and many area schools are holding their Spring Break in the weeks ahead. Please have safe travels and a well-deserved break for those going on vacation!

Tax deadline is April 18

The IRS tax filing deadline for individuals is April 18. Our staff is in high gear preparing returns for our clients. We can better serve you the sooner you get your information to us. Thank you!

Sponsel CPA Group hires Jack Hiatt

Jack HiattSponsel CPA Group has hired Jack Hiatt as a Staff Accountant in its Tax Services department. He is a recent graduate of Marian University with a double major in Accounting and Finance.

His duties will include working on tax returns for individuals and businesses, as well as estates and trusts.

Hiatt is currently studying to take the CPA exam this spring. He previously served an internship with a local public accounting firm.

“Jack is a terrific young talent and a great addition to a team that is passionate about helping clients solve their complex tax challenges,” said Nick Hopkins, Partner and Director of Tax Services.

Guard Against IRS Tax Scams

Josie DillonBy Josie Dillon, CPA
Manager, Tax Services

For the average person, getting a threatening phone call from the IRS would stoke a great deal of fear and anger. But many of these and similar ploys are tax scams perpetrated by criminals out to rob you of your tax refund, or simply steal your identity and drain your bank account.

The IRS has reported a huge increase in phone scams in recent years. Taxpayers will receive a phone call from someone claiming to be an IRS agent threatening people with arrest, deportation, revocation of professional licenses and other terrible results if they do not comply with demands to pay a bogus tax bill.

Some of the most sophisticated scammers will even use “ID spoofing” technology, so your phone’s caller ID function will make it look like the local IRS office is calling.

Or, instead of threats, the caller may tempt you with offers of a huge refund far larger than you’re entitled to. Sometimes these calls will be a live person, or recorded “robo-calls.” There is also an uptick in “phishing” emails that lure people into clinking on a link and having their personal data stolen.

The reason the problem is so prevalent is that these shady tactics work. Since 2013 tax scams have hurt more than 5,000 victims to the tune of $26.6 million, according to the IRS.

There are other types of scams that include unscrupulous return preparers, fake charities and inflated refund claims. For a complete rundown of the IRS’ “Dirty Dozen” of common scams, click here.

Here are things the IRS will never do:

  • Call to demand immediate payment, nor will the agency call about taxes owed without first having mailed you a bill.
  • Demand that you pay taxes without giving you the opportunity to question or appeal the amount they say you owe.
  • Require you to use a specific payment method for your taxes, such as a prepaid debit card.
  • Ask for credit or debit card numbers over the phone.
  • Threaten to bring in local police or other law-enforcement groups to have you arrested for not paying.

If you suspect foul play, the IRS advises you to immediately hang up the phone and not reply to a suspicious email. Call their scam reporting hotline at (800) 366-4484. Or file a report with the Federal Trade Commission by clicking here.

Stay alert for scams that use the IRS as a lure. Tax scams can happen any time of the year, though they are more common at tax time.

If we can assist you with any tax-related issue, please contact Josie Dillon at (317) 613-7841 or email [email protected].

Employee Spotlight – Jared Duncan

Jared DuncanJared Duncan served an internship at Sponsel CPA Group in 2012 while attending Marian University. Based on his very successful stint, it was no surprise when he was tapped to join the firm on a full-time basis in January 2013, after earning his bachelor’s degree in Accounting. His diligence in the Tax Services department resulted in his being promoted to a Senior staff accountant position.

Jared performs a variety of tax compliance and consulting services for individuals, businesses and nonprofit organizations. He also provides various tax planning and projection services from clients across a broad spectrum of industries. Jared is a CPA and a member of the Indiana CPA Society and Young Professionals of Central Indiana.

Jared was raised in Whiteland, Ind., and now lives in his hometown with wife Shae and their 2-year-old son, Rhett. An avid outdoorsman and athlete who played football in college, he enjoys hunting, fishing and camping, and playing all manner of sports in his spare time.

Employee Benefit Plans: Pitfalls and Benefits

bill-barks-smallBy Bill Barks, CPA
Director of Employee Benefit Plan Services

Why do we offer Employee Benefit Plans (EBP) to our workers?  It’s a seemingly simple question with a multifaceted answer.

As an employer, your biggest challenge is in how to design and implement an employee benefits plan that balances your desire to provide for your employees with the resources and missions of the organization. Here are some of the key pitfalls and benefits of EBPs.

Pitfalls

One of the biggest problems is an improper plan design that doesn’t fit the demographics, geographic location and other specifics of your workforce. For instance, if yours is an industry where people tend to retire at an earlier age, such as police and firefighters, then that should be reflected in terms of retirement matching, health coverage, etc.

Another common pitfall is not having an Investment Advisor on the plan. As the sponsor of the plan, the employer assumes a Fiduciary role. Consider engaging an Investment Advisor to assist with your fiduciary obligations and who can offer an independent perspective.

It’s also easy to misunderstand timing requirements of EBPs. For instance, many smaller companies may start out with a SIMPLE Plan, and then want to change to a traditional 401k as the operation grows. But federal rules prohibit having both in place in the same year.

Don’t have amateurs involved with your plan. Hire experienced consultants with expertise in investment options, plan design and compliance. It’s best not to comingle all functions.

As silly as it sounds, don’t set up a plan and then forget about it. Many companies fail to reevaluate their benefits package every three or four years to see if it’s still meeting objectives as the size and mission of the organization evolve.

A final pitfall is committing plan errors, such as making late deposits of employee withholdings, which can result in a heavy censure and fine from the IRS. Errors also can happen when companies fail to follow their plan documents, such as failing to understand who is eligible to participate and how compensation is defined.

Benefits

At its most basic, the reason companies give employees benefits is to provide for workers, so their lives will be happier and more stable, and thus they are more likely to be loyal and productive members of the team. There are also considerable tax savings, both for the employer and employee, to having benefit plans in place.

In terms of employee recruitment and retention, EBPs are a prime way to attract and keep the best workers – especially in a tightening labor market where there is more competition for prime employees. No one wants to lose a top candidate because the firm across the street has a more attractive benefits package.

There is also an advantage in having your team members be “retirement ready.” This means that they have properly saved and planned so they are ready and able to head out the door to a well-earned retirement when they desire to. Far too many people reach the age they want to retire and find they don’t have the funds to do so.

There are myriad tax benefits for having an EBP in place, including deductions for the cost of the plan and employer contributions. Employees receive tax deferrals by saving money on a pretax basis. Tax credits even exist to help employers set up a new plan, as well as for low-income workers.

Finally, benefit plans are a useful tool for succession planning. This is especially true in family-owned or closely-held companies, where the first generation of owners may have the majority of their wealth tied up in the firm, and find they don’t have enough liquid resources to step out of the business.

Employees are more savvy than ever, and know that their total compensation goes beyond wages to include health insurance, a retirement savings vehicle and other factors. Your benefits package is more important than ever in making your organization an “employer of choice.”

Sponsel CPA Group provides plan design and compliance services. If you have questions about your company’s employee benefit plan, please contact Bill Barks at (317) 613-7867 or email [email protected].

 

Indiana Identity Protection Program

The state Department of Revenue will again implement its Identity Protection Program in preparation for the 2017 tax season. These measures can help stop or deter tax fraud. The program checks the identity of Indiana taxpayers against a verification database, as well as testing some with a letter containing an identity quiz. Approximately 5 percent of taxpayers will receive the quiz letter.

Since its inception in 2014, the identity program has stopped more than $100 million in fraudulent refund attempts. For a downloadable handout with more information about the Identity Protection Program, click here.

Lila Casper joins Sponsel CPA Group

Lila CasperLila Casper has joined Sponsel CPA Group as a Staff Accountant in its Audit & Assurance Services department. She has two years of experience in public accounting.

Her duties will include conducting audits, reviews, compilations and agreed-upon procedures for clients across a variety of industries including construction, distribution, manufacturing, service and not-for-profit.

Casper graduated from the University of Texas at San Antonio with a bachelor of business administration in accounting and a master of accountancy degree. She previously lived in Fort Wayne prior to a stint in California.

“We’re so pleased to have found such a high-quality candidate, and with roots in the Hoosier state,” said Mike Bedel, Partner and Director of A&A. “Lila will help Sponsel CPA Group continue to expand the breadth and depth of audit services we can offer to the marketplace.”

When You DON’T Need an Audit

Mike BedelBy Mike Bedel, CPA, MBA, CGMA
Partner, Director of Audit & Assurance Services
[email protected]

There are many compelling reasons to have an audit performed on your financial statements. But there are also many reasons to NOT have an audit.

As director of our audit and assurance services department, I often receive phone calls from clients and potential clients who begin the conversation with, “We need an audit for our organization.”

My response is to always ask, “Why?” Very often, I quickly find their organization does not really need an audit. Nearly always, some level of professional service is appropriate – but it is very often not an audit.

Here are some of the common scenarios that occur when leaders think their organization needs an audit – but really doesn’t.

  • Suspicion of Fraud. When the suspicion of fraud rises at an organization, one of the knee-jerk reactions from board members or management is to request a financial statement audit. However, an audit is not designed to detect fraud. In this situation, we recommend that clients engage our forensic accounting services. They specialize in detecting fraud.
  • Improving Efficiency. A growing organization will often come to a point where their governing board recognizes a need to review and improve the efficiency of their finance and accounting function. In this situation, a consulting engagement typically becomes the most efficient use of the organization’s resources to identify past issues with internal controls and recommend ways to improve them. While an audit does take the internal control environment into consideration as part of developing an opinion on the overall financial statements, it is not designed to provide an opinion on those internal controls or design an improved accounting process.
  • Valuation. When a transfer of ownership is being considered, sometimes the current or future owners will seek an audit to help substantiate the value of the organization or ownership shares. While an audit opinion will provide assurance on the overall financial statements for a historical period, the audited financial statements are not designed to determine the current or future value of the enterprise. In these cases, our valuation services are most useful to clients. Valuation is an area of accounting that requires very specific knowledge and experience; Sponsel CPA Group has its own outstanding team of valuation experts. An audit can be a useful resource to a valuation specialist, but the audit itself is not the answer to determining the value of an organization.
  • Other Levels of Service. Lenders, such as banks and other financial institutions, often require financial reporting for the financial statements when there is an outstanding loan. Depending on the size of the loan and the risk assessed by the lender, they are often satisfied with a lower level of service than an audit. Namely, a compilation or review of the financial statements is sufficient for lenders in many cases, and should cost less to the organization than a full audit.

Now is a good time to review what an audit IS designed for.

A financial statement audit is designed to provide assurance on a set of financial statements. In an audit, an independent CPA issues their opinion that the financial statements are free of material misstatement. This provides assurance for stakeholders such as owners, lenders, members and others that the financial information reported with the audit is reliable and allows them to manage their various risks.

Most often, we see that audits are required by significant lenders or by donors to non-profit organizations to provide them certainty that the financial results reported to them are reliable and can be used in their decision-making processes.

When an audit is appropriate, we are at the ready to help and serve our clients! Because we value our client relationships, however, we always seek to understand what is truly needed so that we are providing the best value to our clients and not selling them a service they don’t need.

If you think your organization needs an audit — or something different than an audit — please contact Mike Bedel at (317) 613-7852 or email [email protected].

Leaders: Do You Have a Vision?

Mike BedelBy Mike Bedel, CPA, MBA, CGMA
Partner, Director of Audit & Assurance Services

If you’re the leader of any organization, one of your most critical responsibilities is to have a vision for the future. It may sound obvious, but many leaders are so focused on dealing with the current situation or rectifying past mistakes that they fail to sufficiently look ahead.

Assuming you do have a vision for the future, you need to be planning the steps necessary to make that vision a reality. Once that vision and process are in place, you must communicate them to your entire organization in order to have the best possible chance of achieving that vision successfully.

Your vision process must become a daily stepping stone to the future you seek.

Many agree that the best way to learn is from mistakes. If we don’t take the time to examine missteps, we are more likely to repeat them. So looking back at your organization’s history can be very bountiful.

Be mindful, however, that looking at the past doesn’t blind you from looking to the future. Don’t dwell on past mistakes at the expense of establishing a vision.

As we start a new year, this is a great time to focus on critical aspects of your operation –financial performance, expected capital expenditures, maintaining or increasing your workforce, market trends, changes to your culture, etc.

To establish or refine your vision, start by asking yourself: where is the organization today? Where do you want it to be in 12 months? What are the milestones necessary to get from here to there? The answers you come up with will lay the foundation for your vision and process.

External factors can and should influence your vision. You probably have trade organizations or industry publications that can help educate you on the expected trends for this year and beyond.

There is new leadership coming to the White House in Washington D.C. and the statehouse here in Indiana. However you feel about the election results, it’s incumbent upon the leader of an organization to think about how that political change could impact their future.

The best leaders are constantly forward-thinking. They clearly articulate and communicate their vision to those they lead. Assuming that your vision requires efforts across the entire organization, it does no good to have a plan for the future if you’re not sharing it, promoting it and making it a critical part of your daily work plan.

Understand that the employees of any enterprise expect their leaders to point the way.

Make sure you have established a vision for 2017 and beyond. Ensure it is clearly communicated to everybody in your organization so that they can all help achieve that vision. Don’t let the daily grind push this essential task away into the future.

This is where a lot of leaders fall down. Either they haven’t formulated a vision, don’t define the path to make it happen or fail to share it with the very people who will carry it out.

The purpose of a vision is to help ensure that the future is an improvement over the past. That’s all anyone can hope for, whether in their personal life or their professional endeavors. That is exactly what Sponsel CPA Group hopes for your organization in 2017.

Good Luck and hopefully your vision for 2017 and beyond will become a successful reality!

If you need help with crafting your vision for your company’s future, please contact Mike Bedel at (317) 613-7852 or email [email protected].

Employee Spotlight: Jason Thompson

Jason ThompsonAs one of the founding Partners of Sponsel CPA Group, Jason Thompson has led the firm’s Valuation and Litigation Services department since inception, helping clients find innovative solutions to challenging financial and legal issues. He provides executive-level counsel to business owners and investors across a broad range of industries, specializing in the valuation of privately held businesses, ownership interests and intangible assets.

A graduate of Indiana University with a bachelor’s degree in accounting, Jason places a strong emphasis on continuing education and expanding his areas of expertise. In addition to being a CPA for over two decades, he holds certifications as an Accredited Senior Appraiser (ASA), Certified Fraud Examiner (CFE), Financial Forensics (CFF) and Accredited in Business Valuation (ABV). Jason routinely provides consultation related to business valuation in mergers and acquisitions, in estate and gift tax compliance and planning and for an array of litigation related reasons. In addition to his skills as a valuation professional, he also performs the firm’s fraud and forensic accounting investigations and serves as an expert witness from time to time in accounting and financial related matters.

In 2008 he was named a Super CPA award by Indiana Business magazine. Active in the community, Jason volunteers his time as a board member for Noble of Indiana, a not-for-profit organization serving people with disabilities and their families.

The Annual Report Card

Liz BelcherBy Liz Belcher, CPA
Manager, Tax Services

The start of a new year is a time when students generally receive a report card outlining their progress and shortcomings. As you are perusing your child’s report card, ask yourself: how often you have undertaken similar steps to hold your company accountable for its results in 2016.

January is also when our political leaders deliver a “state of” speech, letting everyone know how we’re doing as a nation or state. You might consider the idea of a report card and giving a “state of the company” speech — Your Accountability Report.

Consider a company-wide meeting, if feasible, in which the leader goes over their 2016 performance along with the vision and goals for 2017. Having this sort of transparent accountability to your employees is a critical component of obtaining their complete buy-in and support.

The Performance Report should include non-financial as well as financial results. Thus, everyone is aware of what segments of your operations are meeting performance standards and which are lagging, and it becomes much easier to focus your team’s resources to improve them.

Many private businesses tend to keep most financial information confidential, for understandable reasons. But there should at least be some key performance indicators that you are able to share with your team.  These Success factors should include data that the individual employees can impact on a daily basis. You should also stress the importance of keeping private data confidential, as a trusted stakeholder.

By showing your employees you trust them, you have a much better chance of having that trust reciprocated. When workers have a sense of ownership in a business, a feeling that their actions have a direct impact on the collective success, they tend to be happier and more loyal.

Although it’s not possible everywhere, an “open book” style of management is gaining in popularity.

Possible Key Metrics to review:

  • How well did the company do against plans, such as a budget?
  • How well did we do compared to previous years?
  • What internal or external factors influenced our financial performance?
  • Do we have a motivated workforce?
  • Were we Innovative enough?
  • Have we created a pathway to success?
  • Can we measure Employee Morale?

Here at Sponsel CPA Group, we do this twice a year. We gather everyone together and deliver an annual “Accountability Report” at the start of the year, followed by a six-month update. We lay out our accomplishments and our challenges with equal candor. We list expectations of the team and request the team’s expectation of the leaders of the firm.

By giving your employees a “report card” to measure the entire organization against, they will have the sort of buy-in that is critical at times when they are expected to go above and beyond, often making personal sacrifices in the process.

We find this is especially beneficial for younger employees. As a group, Millennials have a deep desire to feel like they are part of something greater than themselves. They want to know that the company is moving forward in a way that is consistent with their vision of their professional life.

As CPAs, we help a lot of people with their tax returns and end-of-year financial reporting. We know there are business owners who think they’re only accountable to third-party entities — banks, clients, investors, etc. We think these leaders are leaving out the most critical stakeholder to their success!

Business owners shouldn’t leave out their employees. Whether your results for 2016 were good or bad, share as much of that information as you can with your team. Knowing where you’ve been will help you build on your successes for a better 2017. Also, clearly define your vision for 2017 and make sure as the leader you also clearly develop the path to that success!

If you need help generating a report card for your organization, please call Liz Belcher at (317) 613-7846 or email [email protected].

 

Full-time staff grows again

Lila Casper
Lila Casper
Jack Hiatt
Jack Hiatt

Sponsel CPA Group is pleased to welcome two new Staff accountants, Lila Casper and Jack Hiatt. Casper, a CPA who is returning to Indiana and has two years of public accounting experience, will work in the Audit and Assurance Services department. Hiatt, a recent graduate of Marian University, joins the Tax Services department. Welcome to the team!

Seasonal interns have also been added

Dalton Mudd
Dalton Mudd
Vince Ravotto
Vince Ravotto

Two new interns have joined the firm to start 2017, and will stay with us until the end of the busy season. Dalton Mudd and Vince Ravotto are both students currently enrolled at Marian University. We are excited about their assistance during this hectic time of the year, as we share real-world experiences to aspiring professionals. We look forward to working with them!

New tax rates for Indiana counties

A number of Hoosier counties have adjusted their local income tax rates. Employers in these areas will need to update their payroll withholding records accordingly. Here are the new rates, which went into effect Jan. 1:

  • Boone – Rate increase from 0.01 to 0.015
  • Brown – Rate increase from 0.023955 to 0.025234
  • Jackson – Rate increase from 0.016 to 0.021
  • Jennings – Rate increase from 0.0175 to 0.025
  • Noble – Rate increase from 0.015 to 0.0175
  • Tipton – Rate increase from 0.0198 to 0.026

Sponsel CPA Group 2017 Tax Pocket Guide now available

Pocket tax guideThe 2017 updated version of our Tax Pocket Guide is now available! Click here to open or download.

CEO, Where Is Your Time Best Spent? Part 2

Lisa PurichiaBy Lisa M. Purichia
Partner, Director of Entrepreneurial Services & Employee Benefit Plan Services

(Part 2 of 2)

In last month’s article, we talked about why it’s important for the leader of an organization to regularly set aside time to think about strategy, rather than getting caught in the weeds of the daily grind. Now let’s drill down a little deeper into how you can drive your business, rather than having your business drive you.

One of your primary goals as CEO (or whatever title you have) is to make sure the organization runs as smoothly as possible while laying down a firm foundation for success. Ideally you will have instituted processes and procedures to the point the company operates almost automatically, without the need for a lot of direct supervision and input from above.

The idea is that if a key position was suddenly vacant for any reason, a new person could walk in the door, pick up a binder or boot up a computer, and have things continue without serious turbulence.

This can be a challenge for small businesses, which often don’t have the time, resources, or personnel to document everything needed to run the show. But if you at least have adequate processes and procedures in place, the trains will run on time without a lot of workday oversight — time that can be better spent strategizing about how to grow or improve the business.

A leader must promote a culture of accountability in their organization that seeps down to the most junior level employee. This includes making sure commitments are met, that internal and external projects are completed on time, and that the outcome is what was anticipated when they were initiated. Individual Team members know they can depend on their colleagues to deliver as promised.

When this happens, employees know what the standards of operation are and hold their peers to account. Everyone should feel they have the initiative to say to anyone else in the organization, “This just isn’t good enough” or “That’s not how we do things around here.”

Another thing a CEO should spend time on is thinking specifically about a timeline for enhancement. Where do you want the company to be one, three, or five years hence? Is there a new product or service you want to debut? A key client you want to land? A form of accreditation you want to obtain for yourself or team members? Are you innovative enough?

Whatever your goals are, constantly ask yourself how well you are progressing along the path toward them. Make precise plans with benchmarks to achieve and a calendar for doing so. This will help you decide how to reallocate resources to best achieve those goals. Perhaps you need to invest more in research and development, or spend more time talking directly to your customers to determine what their anticipated needs might be and how you could meet them. Your customers must know you personally care about your company’s relationship with them.

Regularly assess your personnel to decide if people are placed in the right positions. Talk to them about their personal goals and aspirations, and try to maximize the value of each and every employee. Look for ways to upgrade their skillset and confidence, and you’ll find they are ready and willing to shoulder more responsibility.

No matter how well your business is doing right now, it can always be better. The best companies are constantly assessing their processes and procedures, and changing them to suit the constant evolution of the organization.

Try to avoid having your company become too bureaucratic, where the controls hinder your ability to be nimble, flexible and responsive to customers in an entrepreneurial manner. The emphasis should always be on having systems in place that allow you to deliver a product or service efficiently and effectively. Empower your staff with the autonomy to exceed your customer’s expectations.

If a CEO or other leader can regularly devote time to thinking in these terms, you will find yourself well on the way to becoming a better and more profitable company, where everyone enjoys great job satisfaction because they’re functioning as a cohesive team.

If you need advice on how to more effectively drive your business, please contact Lisa Purichia at (317) 608-6693 or email [email protected].

Employee spotlight: Beth McGraw

Beth McGrawBeth McGraw joined the firm five years ago, and has since made an impact in the Entrepreneurial Services department. She specializes in QuickBooks Desktop and Online consulting, bookkeeping services, preparing payroll and sales tax returns, and preparing financial statements and compilations.

A Senior staff accountant, Beth is a QuickBooks Certified Pro Advisor. She previously worked in public accounting for six years in her Indianapolis hometown before joining Sponsel CPA Group. She graduated from IUPUI Kelley School of business with a bachelor’s degree in finance.

Beth and her husband, Josh, wed nine years ago and have two children, Camren, 8, and 5-year-old Kelby. In her spare time, Beth enjoys volunteering for her children’s school activities, spending time with her family, reading and exercising. Beth and her husband are also owners of a new gym near Bargersville, where Josh is a coach.

When Great Customer Service Is Not Enough

Eric WoodruffBy Eric Woodruff, CPA
Manager, Audit & Assurance Services

In today’s fast-moving world of instant and universal communications, the old standards for customer service no longer apply. It used to be if you delivered a great product or service on time and at a good price, the client would be happy and pass that information on to others.

Now, with online reviews, social media and the like, people will find something to complain about if the customer experience isn’t positive from top to bottom. And the “long tail” of digital communications means that negative feedback can follow your company around for years.

Take the example of going to a restaurant. They may serve the best food in town. But if they lose your reservation, or make you wait for a long time to get a table or take your order, or the waiter fails to top off your drink, you will probably come out with a negative impression of your visit.

The chef may think she’s doing an outstanding job, because the meals make it to the table with perfection – ignoring the other aspects that make up the totality of the experience. People may have come for the food, but they didn’t just come to eat! The “complete experience” is what matters and will be measured in the consumer assessment.

This applies to every other kind of business, too. We should look at all the different aspects of customer service upon a continuum. Just because you’re exceling at the primary mission doesn’t mean the “little stuff” can be let slide. Businesses need to make sure they are focusing on delivering a superior overall experience, from the first point of meeting to the wrap-up.

For instance, as a CPA firm we may do terrific work on a tax return, saving the client thousands of dollars. But if the return is delivered late, or our staff isn’t responsive to questions (via email or phone) and concerns or the attitude expressed by staff is less than enthusiastic and helpful, the good part of the engagement will be diluted by the negative.

A business owner or manager keeps a big picture on customer service to make sure their team is always striving for total satisfaction. Some even hire “secret shoppers” to perform a transaction with their company and then report back in detail.

This mindset should filter down to every level of your operation, from how a receptionist answers the phone to how attentive employees are to the client’s needs and desires. Is your team consistently hitting deadlines? Do they deliver exactly what was promised – or more? Is the quality of every single deliverable or meeting  exceeding expectations? Does your team return phone calls or emails in a timely manner? Is your staff positive and enthusiastic when interacting with your customers? Is your staff helpful?

You may think you’re already delivering great customer service, but the truth is there might be pieces missing to the puzzle that keep you from reaching full satisfaction for your clients.

Do you encourage your customers to give you the owner/manager “honest” feedback – good or bad?

Do you give your customer a demonstrative “freebie” if you deliver less than a desirable experience? Let your customer know you care. Do you thank them for their feedback? A quick email or phone call can be significant!

Everything you need can be summed up with this question: Do you make it easy for your customers to do business with you?

Ask them this question yourself, and you may be surprised to find that there are ways to improve their total customer experience that you didn’t even know were lacking.

If you need on advice on how to deliver next-level satisfaction to your customers, please call Eric Woodruff at (317) 613-7850 or email [email protected].

Deremiah joins firm

lisa-deremiahLisa Deremiah has joined the firm focusing on building new relationships in the business community. Lisa is a veteran in cultivating business relationships with a long list of successful mutually beneficial experiences in Central Indiana. She previously was a top ad sales representative at the Indianapolis Business Journal. She’ll be helping us find new clients and discover untapped opportunities with existing ones. We are excited about Lisa joining us in a new position for Sponsel CPA Group Team.

Be Ready for Earlier W-2 and 1099 Deadlines

Mary FergusonBy Mary Ferguson, QuickBooks Certified Pro Advisor
Manager, Entrepreneurial Services

As businesses prepare for the holiday rush as well as year-end payroll and planning, many people may not be aware that the Internal Revenue Service has instituted earlier filing deadlines for W-2 and 1099 forms.

Beginning with the 2016 forms (those filed in 2017), Form W-2 and Form 1099-MISC reporting wages for employees and non-employee compensation, respectively, must be filed with the Social Security Administration or IRS by January 31.

Previously the deadline had been February 28 (or March 31 for electronic filing). So this will require some foresight and planning by employers and small businesses.

Copies must still be provided to employees and payees by January 31 – so the deadlines for reporting to the government and to employees now coincide. Also, beginning with the 2016 forms, only one 30-day extension to file Form W-2 will be available, and the extension is not automatic.

These changes came as a result of the PATH Act aimed at helping the IRS verify the legitimacy of tax refunds before issuing them.

If you have any questions about IRS filing deadlines, please call Mary Ferguson in our Entrepreneurial Services department at (317) 613-7847 or email [email protected].

CEO, Where Is Your Time Best Spent?

Tom SponselBy Tom Sponsel, CPA/ABV, CFF
Managing Partner

(Part 1 of 2)

When you’re the leader of an organization, one of the most important daily struggles is to determine where to spend your time. As a CEO (or whatever title you hold), it’s your duty to take a broad view of the company, recognize untapped opportunities and create the strategy that leads to greater success and prosperity.

Too often we fall into the trap of working “in” the business instead of “on” the business.

This is especially true of small- and medium-sized organizations, where the operations may require more direct oversight by the top leader. Sometimes this sort of personal intervention is necessary to make sure the “trains run on time” — keeping customers happy, making sure employees are motivated and on-task, products and services are being delivered on time, etc.

But if you’re the sort of CEO who wants the business to grow and evolve beyond where it is today, you should set aside time on a regular basis to take a step back and look at the bigger picture. Preferably at least once a week, reserve a portion of your schedule to assessing your processes and systems. Are they working the best they can?

It’s a matter of being a proactive leader instead of a reactive one. A reactive leader soon finds themselves constantly responding to crises large and small. Their days are so filled with responding to critical situations that there’s never any time to plan and strategize so these sorts of emergencies can be avoided in the first place. You become a CEO that focuses more on fixing the past errors, rather planning for your future successes.

A proactive leader devotes time to looking ahead, finding ways to make the company better and more efficient. They recognize weaknesses in their operation that could lead to strife, and endeavors to improve them so the worst scenario doesn’t come to pass.

When you have superior systems in place, most crises can be resolved before they happen, or any damages mitigated after the fact.

When a leader acts in this way, their team members will recognize them as a forward-thinking individual who strives to create a culture of continuous improvement and learning. You’ll find yourself with a stronger, more loyal workforce. Your whole company will be energized to focus on the FUTURE and your success!!

It can be very hard to set aside this time to planning. Most leaders of an organization already put in a lot of hours at the office, so it can seem like a zero-sum game. But if you make that effort to spend even a few hours a week toward analysis and planning, the rewards will come back to you multiplied many times over.

From a time management perspective, think of this not as a cost but as an investment toward a better future.

As a CEO or manager, your primary duty is to focus on creating the most value you can bring to your organization. By coming up with a vision for change and improvement, and working to implement it within your business, you will find this the best time you can spend.

In next month’s article, we’ll talk more about turning your vision into reality.

If you have any questions or comments, please contact Tom Sponsel at (317) 608-6691 or email [email protected].

What makes you different from your best competitor?

Jason ThompsonBy Jason S. Thompson, CPA/ABV, ASA, CFE, CFF
Partner, Director of Valuation and Litigation Services

I have often heard that it’s difficult to see your own weaknesses – especially in an organization of like-minded people. When everyone is committed to a common set of goals, there’s a tendency to overestimate strengths and downplay – or even ignore – weaknesses.

If you want your company to improve in what it’s doing, take a look at the blind spots. One mechanism to do this is to ask yourself what makes your organization different from your closest competitor.

As a business owner, you may constantly compare your business to other organizations in the marketplace, though usually from the perspective of: who’s landing the top clients, who attracts the top talent or who’s got the most revenue, etc.

Drilling down on this comparison a little deeper may shed some light on what makes your company different.  As a business owner, it shouldn’t be difficult to identify your biggest rival (closest competitor).  Next, make a list of the differences between your company and theirs. Ask questions like:

  • What do they do better than us?
  • What do we do better than them?
  • Why/how are they adding customers?
  • Why/how do their costs compare to ours?
  • Do they have a market niche we don’t?

This exercise can be humbling if your competitor is a larger entity with access to a broader range of resources. If this is the case, you are the small fish and they are the big fish, asking these sorts of comparative questions can help you identify opportunities you might not have previously explored. Keep in mind, a smaller enterprise is often more nimble, entrepreneurial and closer to customer relationships than large companies.

As you identify your differences, don’t be afraid to emulate the things your competitor does well. In areas they are weak, consider ways to develop your team’s expertise and offerings and fill that gap or be the “better” option!

Ego can sometimes get in the way of an exercise like this.  It’s healthy to take pride in your business’s capabilities and accomplishments. Just don’t let ego get in the way of improvement.

Challenge everyone in your office, especially younger team members.  Make sure their 30 -second elevator speech emphasizes how your company stands out in the crowd.  Simple things like a consistent message go a long way toward building perception.

Weaknesses within your business may be difficult to see, but if you ask the right kinds of questions and make the difficult comparisons, you’ll soon recognize weaknesses as opportunities to improve. Then maybe one day in the future, your company is the standard others compare themselves to.

It is OK to be a “secret admirer” of your competition.  Use that admiration to make your company BETTER!!!

If you have questions or comments, contact Jason Thompson at (317) 608-6694 or [email protected].

 

Employee Spotlight – Lisa Purichia

Lisa PurichiaLisa Purichia is an original founding member of Sponsel CPA Group, joining Tom Sponsel and (then) two other partners in launching a new kind of accounting firm focused on helping clients find and achieve their own definition of success. She has deep connections in the Central Indiana business community spanning a quarter-century and multiple industries.

As Partner and Director of Entrepreneurial Services, Lisa provides executive-level consulting and advice, especially for new businesses and consolidations. She assists individuals with succession planning and frequently acts as an outsourced CFO/Controller for small to medium businesses. She also oversees implementing and maintaining strategic human resources services, including recruiting and benefit plans.

Lisa earned her bachelor’s degree in accounting from Indiana State University, and rose up the ranks at other area public accounting firms. She is an active member of her church, St. Christopher Catholic, and volunteers with a number of community and civic groups including the Speedway Area Chamber of Commerce, Speedway Kiwanis Club, the National Association of Women Business Owners, Athena Powerlink® and more.

Lisa and her husband, Mark, are avid Indy Car race fans and often travel to regional races throughout the year, in addition to attending every Indy 500 race, event and activity. They have two Labrador retrievers, Enzo and Timo. In her spare time she enjoys traveling, reading, spending time with her nieces, nephews and other family, and getting some sun at the beach.

Year End Planning for Section 179 and Bonus Depreciation Deductions

Josie DillonBy Josie Dillon, CPA
Manager, Tax Services

The Protecting Americans from Tax Hikes Act (PATH) of last year retroactively extended tax year 2015 provisions that had expired. Today we’d like to talk about how that relates to Section 179 tax deductions and bonus depreciation, including ways the state of Indiana does not conform with PATH.

The Section 179 deduction largely affects small- to medium-sized businesses by allowing them to take immediate deductions on the purchase of equipment and software. After PATH the deduction is permanently set at $500,000. Companies that exceed a total of $2 million in qualifying purchases will have the Section 179 deduction phased out dollar-for-dollar until their purchases hit $2.5 million, at which point the deduction will be totally eliminated. Starting in 2016, the phase-out limitation is indexed for inflation.

Section 179 deductions can be taken within the same tax year as purchase, otherwise known as an immediate deduction, as opposed to other types of business deductions that are capitalized through depreciation over a number of years.

Qualifying property must be “tangible personal” property, so real estate does not qualify, nor does intangible property such as copyrights or patents. Qualified real property will see the $250,000 cap eliminated in 2016.

To take advantage of the Section 179 deduction for the 2016 tax year, equipment and software must be purchased and placed in service before the end of the year. So if your organization is considering any needs for equipment or software, it may be wise to act soon.

Another notable change for 2016 is that air conditioning and heating units placed in service this year are now eligible for Section 179 expensing.

Bonus depreciation has been extended until 2019 through PATH, including 50 percent bonus depreciation for certain “New” property placed in service in 2016 and 2017. This phases down to 40% in 2018 and 30% in 2019.

To qualify for bonus depreciation, the property must be (1) tangible depreciable property with a recovery period of 20 years or less; (2) water utility property; (3) computer software; (4) qualified leasehold improvement property.

In March 2016 Indiana Gov. Mike Pence signed Public Law 204-2016, which updates the state’s conformity date of the Internal Revenue Code to January 1, 2016. As a result, Indiana differs in some ways with federal deductions extended by PATH.

On Section 179, Indiana has an expensing limitation of $25,000 and a phase-out limitation of $2 million. Federal 179 deductions taken in excess of $25,000 must be added back to the Indiana return.

Indiana does not recognize bonus depreciation; therefore, the federal deduction taken for bonus depreciation must be added back to the Indiana return.

Other states besides Indiana may or may not conform to the federal PATH provisions. We would be happy to consult with you on details for other state filings.

If we can assist you with any tax-related issue, please contact Josie Dillon at (317) 613-7841 or email [email protected].

Thanks to all

As we enter the holiday season, we would like to give a hearty thank you to everyone who is so important to our success here at Sponsel CPA Group – our clients, friends and employees. There is nothing so rewarding as a group of people coming together to pursue common goals and help each other find success in our professional and personal lives. Happy Thanksgiving!

IRS 2017 limits announced

On October 27, 2016 the IRS announced the 2017 Cost-of-Living adjustments.  The amounts did not change from last year.  Those limits pertinent to retirement plans are listed below.

 

                                                                                  2017                                2016

401(k) deferral limits                                           $18,000                                $18,000

Catch-up Contribution to Qualified Plans           $6,000                                  $6,000

Highly compensated employee                          $120,000                              $120,000

Annual compensation limit                                 $270,000                               $265,000

Social Security taxable wage base                    $127,200                               $118,500

Section 415 limit                                                 $54,000                                 $53,000

Traditional IRA limits                                           $5,500                                   $5,500

Catch-up Contribution to IRAs                            $1,000                                  $1,000

Sponsel CPA Group taps Bill Barks to head Employee Benefit Plan Services

bill-barks-smallSponsel CPA Group is proud to announce the addition of veteran CPA Bill Barks to head up their growing Employee Benefit Plan Services department as Director. Over more than three decades he has built strong relationships with clients, providing executive-level counsel and solutions to sponsors of retirement plans.

Barks will direct the Employee Benefit Plan Services Group providing Third Party Administration (TPA) and Plan Design Consulting (PDC) services.  He assists organizations with the design, implementation and administration of qualified retirement plans including profit sharing plans, 401k plans, cash balance/hybrid plans and cafeteria plans, as well as nonqualified retirement plans.

He graduated from Indiana University with a degree in accounting, and has previously served at several public accounting firms in the Indianapolis area at the manager and partner level, heading up the employee benefits unit.

“We are quite fortunate to add someone with the breadth and depth of Bill’s experience to our team,” said Tom Sponsel, Managing Partner. “His expertise will help us assist clients with finding and implementing efficient, competitive benefit packages to entice the best employees in a tightening labor market.”

Quick Glance at What Trump Victory Means for Tax Policy

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services
[email protected]

We previously discussed some of the possible changes in tax policy that could come with the presidential election. Now that Donald Trump has pulled off an upset victory, as well as Republicans retaining control of both the House and Senate, here is a quick overview of the president-elect’s most significant proposed tax bills.

This comes from our friends at Wolters Kluwer. Please click here to download their entire report.  Some of the highlights of Trump’s proposed plans are listed below:

  • Individual Taxation:
    • Income Tax – Trump’s proposal would reduce rates on ordinary income to 12, 25, and 33 percent.
    • Capital Gains / Dividends – The current rate structure for capital gains would apparently remain unchanged under Trump’s plan; however, Trump has proposed to repeal the 3.8 percent net investment income tax.
    • Estate and Gift Tax – During the campaign, Trump proposed to repeal the federal estate and gift tax.
    • Alternative Minimum Tax – Trump has also proposed to eliminate the alternative minimum tax.
  • Business Taxation:
    • Corporate Income Tax – Trump proposed to lower the business tax rate to 15 percent and eliminate the corporate alternative minimum tax.
    • Section 179 – Trump has indicated that he would increase the annual cap on Sec 179 expensing from $500,000 to $1 million.
    • Manufacturing Expensing – Trump proposed during the campaign that manufacturing firms would be able to immediately deduct all new investments in the business, in lieu of deducting interest expenses.
  • Healthcare:
    • Repeal and Replace Obamacare – Trump and his GOP allies seem intent to eradicate the ACA, though details on what would replace it remain in limbo.
  • Infrastructure Spending:
    • American Energy & Infrastructure Act – This bill proposes to spur $1 trillion in investments to national infrastructure over the next decade by leveraging public-private partnerships and private investments.

Keep in mind, these are simply proposals at this time. Even if they come to pass, they could be subject to changes during the approval process. We’ll endeavor to keep you posted in the time to come.

Please call Nick Hopkins at (317) 608-6695 or email [email protected].

IRS Regulations to Limit Gift and Estate Tax Valuation Discounts

Jason ThompsonBy Jason S. Thompson, CPA/ABV, ASA, CFE, CFF
Partner, Director of Valuation and Litigation Services
[email protected]

In August 2016, the Internal Revenue Service (IRS) followed through with its threats to impose new regulations affecting the valuation of closely-held business interests for gift and estate tax purposes. The net effect of these changes is to limit valuation discounts in the case of the transfer of family-owned businesses and assets.

Such discounts reduce the amount of the estate tax exemption applied in a transfer of an ownership interest, such as commonly made to children, grandchildren or other family members.

There has been a flurry of activity in the business valuation and estate and gift tax communities since the issuance of these proposed regulations. Much of it has been focused on understanding the impact of the proposed regulations and organizing the fight to prevent the proposed regulations from becoming final.

The American Society of Appraisers has recently issued talking points for use in expressing opposition to the proposed regulations. These serve to highlight the controversy the proposed regulations have sparked among the business valuation community, estate and gift tax advisors and family business owners.

The following is a listing of the ASA’s talking points:

  • The Proposed Regulations Unfairly Increase the Values of Fractional Interests in Family Controlled Businesses and Holding Companies for Estate and Gift Tax Purposes.

The result is a “stealth” tax increase of 25 to 50 percent (or more) in taxes. The root cause of the tax increase is the IRS’ institution of the discredited notion of “family attribution.”

  • IRS Replaces Fair Market Value with a New and Unknown Definition of Value – Counter to Its Own Standard.

Revenue Rulings 59-60 has long been clear on the issue of what standard of value is to be applied: The price at which a hypothetical willing buyer and seller at arm’s length would agree to buy/sell an interest for. Based upon the realities of the marketplace, the fair market value of a minority interest is not worth as much as that interest’s pro-rata share of the whole entity. This is because such interests do not enjoy control or marketability. These required valuation adjustments are referred to as “discounts.” The IRS now proposes the use of a new valuation theory for taxing intra-family estate and gift transfers, with the seller and buyer allowed to be known parties. Because of the lack of clarity in the proposed regulations, valuation discounts will either be reduced substantially or disregarded altogether. This renders useless all accumulated prior knowledge built up by decades of Tax Court precedent, appraisal education and experience and academic research.

  • The IRS’s Return of “Family Attribution” Has Been Rejected by the Supreme Court and the IRS Itself.

In Estate of Bright v. United States, the Supreme Court dismissed the IRS’s position that families will always work in concert and always agree on business and financial matters. A subsequent Revenue Ruling, 93-12, makes clear that discounts for lack of control cannot be denied simply because the interests are passed from one family member to another.

  • The Rule Treats Intra-Family Transfers Differently Than Those Involving Non-Family Third Parties.

The proposed rule applies only to transfers from one family member to another; meanwhile, non-family third parties can still claim the same discounts on similar estate or gift transfers. The IRS does not provide any reasoning as to why this disparate treatment exists.

  • The Proposal Would Override Limitations Placed on Interests in the Business – Including Those Imposed by State Law.

The IRS proposes – by regulatory fiat – to overturn both existing private party contractual agreements and various state laws by ignoring the marketability restrictions placed on interests when valuing them for taxation purposes.

  • The Impacts to Family-Owned Businesses Will Be Significant.

At a minimum, these businesses will delay capital investments or hiring as the available cash will go toward paying an increased tax bill. Worse, these businesses may take on more debt simply to pay the IRS. Finally, business owners may decide to sell or liquidate the business rather than continue on as a family-owned going concern. The last outcome is highly destructive, especially for small businesses.

  • Support the Protect Family Farms and Business Act!

The House bill proposed by Rep. Warren Davidson (R-Ohio) is H.R. 6100. The Senate bill proposed by Sen. Marco Rubio (R-Florida) is S-3436.

These talking points illustrate what is at stake for the family business should these proposed regulations become final.

If you have any questions about how the new regulations on estate and gift tax valuations could affect your business succession plans, please call Jason Thompson at (317) 608-6694 or email [email protected].

Employers Need to Adapt to New Overtime Rules

Lisa Purichiastephanie-cassman-smallBy Lisa Purichia, Partner and Director of Entrepreneurial Services, Sponsel CPA Group and Stephanie Cassman, Employment Attorney, Lewis Wagner LLP

By now most employers are aware of changes in the U.S. Department of Labor’s (DOL) rule changes on overtime exemptions, which go into effect Dec. 1. If you don’t already have a plan of action for how your organization is going to adapt, it’s time to be proactive.

Many workers may still not be aware of the details of the change, which nearly doubles the threshold for exempt salaried employees to $47,476. Non-exempt workers must be paid overtime wages at time-and-a-half of their hourly rate for anything above 40 hours per week.

By substantially increasing the threshold, this means millions more employees will become eligible for overtime – and companies could be on the hook for a significant financial outlay. The impact could disproportionally affect small and medium businesses.

Employers have several ways they can respond to the change. They can find ways to offset paying the additional overtime. They could eliminate positions. They can convert hourly workers into salaried ones, or vice versa. They can reduce hours worked to avoid paying overtime. Or they can increase the salary of anyone under the new threshold up to that level.

The most important thing to do right away is conduct a thorough audit of every single employee in your organization. Look at their pay, number of hours worked and duties. If a salaried employee under the new threshold is already working lots of overtime, it may make more financial sense to give them a pay raise.

One smart move to make is to have all employee start tracking hours worked. There are plenty of software options to help do this. You may encounter questions or resistance from your team – especially those members who are currently salaried. They may enjoy the status of not having to “punch a clock” and preserving flexibility in their schedule.

Explain to them that the federal rules affecting overtime are changing, so your operation must change, too.

But it’s about more than just hours worked. There is another test for overtime exemption that is equally important but has garnered less notice.

The Fair Labor Standards Act addresses the “white collar” exemption from overtime rules, and describes what sort of duties the employee must perform to qualify. This includes administrative, professional, managerial, executive, computer and highly compensated workers.

It’s not enough to just give someone a title with the word “manager” in it. To be exempt, a manager must be shown to exercise discretion and a degree of autonomy, supervising other employees.

If employees do not meet the duties test, they are still eligible for overtime regardless of how high their salaries may be.

It may be possible to pay at least a portion of overtime as a quarterly or end-of-year bonus, as long as it is not considered discretionary. This mostly affects highly compensated employees, which previously had been defined as $100,000 per year, but will rise to $134,000 after December 1, 2016.

The stakes are very high. Since this change was made by presidential executive order with little public discussion, it’s unclear how tightly federal officials will enforce the new rules starting Dec. 1, i.e., if there will be a grace period. The smartest move is to assume there will not be, as the penalties incurred can be quite large.

If the DOL does receive a complaint from an employee, it’s likely they will investigate not just that person’s exemption status but examine the entire workforce. They will want to look at hourly data and job duties to justify exemptions. As the employer, the onus is upon you to be able to back up an exemption claim with facts.

Under the new rules, a violation of overtime rules means the company must pay double the wages owed, plus attorney’s fees. So even a failure to pay a few hours of overtime could translate into a very large bill.

After Dec. 1, there may be changes or reform of the new overtime rules. Until then, our advice is to follow the letter of the law.

Pay every bit of overtime owed, and ensure that exempt workers truly belong in that classification. You may need to adjust the compensation policy for many of your employees to find the most cost-effective solution.

If you have any questions or need assistance in formulating a plan to adapt to the new overtime rules, please do not hesitate to ask.

Lisa Purichia can be reached at [email protected]. Stephanie Cassman can be reached at [email protected].

Choosing the Right IRA for You

Lindsey AndersonBy Lindsey Anderson, CPA
Manager, Tax Services Group

If your employer does not offer a 401k program – or even if they do — IRAs are a common recourse for retirement savings. Once upon a time there was only one type available, but with the proliferation of IRA plans there are now several to choose from, each with their own set of advantages and drawbacks.

These include “traditional” IRAs, Roth IRAs, SEP-IRAs and SIMPLE IRAs. Some of these plans have similar features, but others have unique qualities. All of them can help your family put aside significant savings for retirement on a tax-favored basis.

Here’s what you need to know in choosing the IRA plan that’s right for you.

Traditional IRA

Traditional IRA’s can be funded with deductible and nondeductible contributions.

Deductible IRA Contributions — You can make an annual tax-deductible contribution to an IRA if you (and your spouse) are not an active participant in an employer-sponsored retirement plan, or if you are in an employer-sponsored plan under a certain level of income (which varies from year to year). You can contribute up to $5,500 a year in 2016 (plus an additional $1,000 if over age 50). You can also contribute to an IRA for a non-working spouse.

Traditional IRA contributions reduce your current tax bill, and investment earnings within the IRA are tax-deferred.

However, withdrawals prior to retirement are subject to full taxation, plus a 10% penalty before age 59½ (unless one of the several exceptions apply). Additionally, you must start making mandatory minimal withdrawals by age 70½, or the amount not withdrawn is taxed at 50%.

Nondeductible IRA Contributions – You can make annual nondeductible IRA contributions without regard to your coverage by an employer plan and without regard to your AGI.  The earnings in a nondeductible IRA are tax-deferred within the IRA, but are taxed on distribution (and subject to a 10% penalty if you withdraw money before age 59 ½, unless one of the several exceptions apply).

Roth IRA

Roth IRAs differ in that contributions are taxed up front. Annual contributions to a Roth can be made up to the same amount that would be allowed to a traditional IRA, less the amount you contribute that year to non-Roth IRAs. You can only contribute to a Roth if your adjusted gross income doesn’t exceed certainly levels that vary by filing status.

Earnings within the IRA are tax-deferred just like a traditional IRA, but are tax-free if paid out after five years from when you first made a contribution, and upon reaching age 59½. (If both of the conditions are not met, taxes and penalties may result unless an exception applies.)

One notable benefit of a Roth IRA is that you can continue to make contributions after age 70½, and do not have to take minimum distributions as with a traditional IRA. This makes a Roth IRA an excellent wealth-building vehicle for your family.

It is possible to convert or “roll over” a traditional IRA into a Roth IRA. In doing so you are choosing to pay taxes on the amount of the investment (excluding any non-deductible IRA contributions) now as opposed to in the future. If you are expecting to have a low income year, it might be the perfect time to do so as you can take advantage of a lower tax rate.

SEP and SIMPLE IRA

Small businesses that want to keep the administrative costs of a retirement plan low may able to set up a simplified employee pension (SEP) or savings incentive match plan for employees (SIMPLE) IRA. Contributions are made to an IRA-type account in the employee’s name.

Annual contributions to these plans are controlled by special rules and aren’t tied to the normal IRA contribution limits. Distributions from a SEP IRA or SIMPLE IRA are subject to tax rules similar to those that apply to deductible IRAs.

If you are self-employed, individuals can contribute as much as 25% of his or her net earnings into an SEP up to $53,000, which is deducted from total income. You have until the due date of your individual income tax return (including extensions) to deposit your SEP contribution

If you need any assistance with choosing the right IRA, please call Lindsey Anderson in our Tax Services department at (317) 608-6699 or email [email protected].

Employee Spotlight — Brandon Cangany

Brandon CanganySince joining the firm nearly two years ago, Brandon Cangany has obtained his CPA license and greatly expanded his base of knowledge to serve Tax Services clients. As a Staff accountant, his duties include preparing tax returns for individuals, corporations, pass-through entities and non-profit organizations, as well as tax planning, projections and tax notice responses.

Brandon graduated from IUPUI’s Kelley School of Business, earning double majors with distinction in finance and accounting. He served two accounting internships before joining Sponsel CPA Group, and is a member of the Indiana CPA Society (INCPAS).

A diehard athlete, he grew up playing virtually every sport there is before focusing on tennis, playing in the semi-state doubles champion his senior year of high school. He also is a BIG fan of the IU basketball team, attending as many games as he can. In addition to playing sports, Brandon enjoys traveling, exploring the outdoors, going to movies and spending time with family and friends.

Growth: Do You Walk the Talk?

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services

Why is it important to grow your business? As a CEO or other leader in an organization, it’s vital to always focus on growing the operation not only to generate more revenue, but because of the image of success it projects to the marketplace.

“If you’re not growing, you’re dying,” the old saying goes, and there is definitely some truth to that.

Growth indicates vibrancy. It means a business is functioning well — and that’s the sort of business pro-active executives will seek out and want to engage with. The most talented employees want to work where they will have the most opportunities for professional growth and advancement.

As an executive, ask yourself how committed you really are to fostering growth. Many give lip service to growth but aren’t willing to take the steps to make it happen.

In other words, do you walk the talk?

Your best chance for growing the size and reach of your company is by growing the talents, resources and capabilities of your team. This could be opening up another line of service. Maybe you need to put infrastructure in place, such as an upgraded facility or regimented procedures. Or continuing education so your employees stay on the leading edge of your industry.

Ask your customers what services or products they could use that you’re not currently providing. Then assess what steps you will need to take to bring that to fruition.

Growth can be intimidating because it necessarily involves risk. Most entrepreneurs are by nature risk-takers. But sometimes they worry about new ventures because they don’t want to endanger the status quo of the business they’ve already built.

Often when a company is in its early stages, the business owner is handling operations, sales, marketing, etc. all by themselves. In order for significant growth to happen, at some point it will become necessary to bring in department managers with different skillsets and delegate those roles.

It’s about being willing to react, to change and build upon what you’ve done in the past to reach that next level.

While you’re bringing in new talent, don’t neglect to expand your own skills. A superior executive should always be trying new things, and encouraging others to do so.  Innovation is critical to your long term success.

If yours is a family-owned business, growth will often lie in the hands of the next generation. That’s why it’s important to get them engaged as early as possible, and to give them as diverse a set of experiences in the workplace as possible. They may start off as a teenager sweeping floors and cleaning bathrooms. Then steadily expand their responsibilities as they become more capable and confident.

There is such a thing as good growth and bad growth. Turning a medium-sized, highly profitable enterprise into a larger one that loses money hand over fist is certainly not a step up! So when you think about growth, don’t focus on the size or scope you want to attain, but on generating new revenue through improved or expanded services and products.

Sometimes your short-term profitability will have to take a hit while you emphasize long-term growth. Think of it not as an operating expense but an investment in a future filled with growth and opportunity.

If you commit yourself to being a forward-thinking executive who is always on the lookout for ways to make your business bigger and better, you will be perceived as a thought leader within your industry and then the reality of success will follow.

Need advice on how to grow your business? Please call Nick Hopkins at (317) 608-6695 or email [email protected].

Highest Peer Review Rating

Every three years Sponsel CPA Group undergoes an exhaustive peer review by other independent practicing CPAs as required by the Indiana State Board of Accountancy. Recently the firm was pleased to learn that once again we have received the highest possible rating of “Pass,” ensuring that we adhere to the highest standards and practices of the accounting profession. We would like to thank everyone on our team for their diligence in attaining this achievement, as we assure our clients and the broader business community of our high quality of practice!

Community Service

A group of volunteers from Sponsel CPA Group went to Christamore House on Sept. 23 as part of the firm’s Day of Service, a time to give back to the community. Some team members helped with landscaping, another conducted after-school tutoring, and others assisted the Pre-K classroom by reading books, playing outside, games in the gym and basic building skills. We are humbled to offer HOPE to those in our community that are in need of such encouragement!

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Trump and Clinton’s Tax Plans: How They Stack Up and What It Means To You

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services
[email protected]

With the presidential election coming down to the wire, now is a good time for a nonpartisan look at the tax proposals of the two major party candidates to see what they would mean for individuals and businesses under a Hillary Clinton or Donald Trump administration.

Never have two candidates for president had such dramatically different visions for American tax policy. Trump wants to cut taxes across the board, while Clinton favors raising rates and limiting deductions for high-income taxpayers.  The following is a brief synopsis of each candidate’s proposals:

Trump’s Plan

Trump would lower the top marginal tax rate (currently 39.6%) and condense the seven individual federal tax brackets to three at 12%, 25% and 33%. He also has proposed doing away with the alternative minimum tax, estate taxes, and taxes on investment income and gifts. He would lower the corporate tax rate from 35% to 15% and eliminate the corporate alternative minimum tax.  He would, however, also eliminate most corporate tax expenditures except for the research and development credit.  Trump’s proposal would not alter payroll taxes for Social Security and Medicare.

The elimination of the estate tax would save some families millions in transferring a business or property, and eliminate the need for most estate tax planning. But it would also cost the government billions in revenues.

According to the Tax Foundation, Trump’s plan “would reduce federal revenue by between $4.4 trillion and $5.9 trillion on a static basis.”  His plan would most likely incentivize people to work, save and invest more. But unless accompanied by drastic spending cuts, the national debt would likely skyrocket.

While tax planning would be streamlined, especially for high net-worth individuals, pass-through income could get more complicated under Trump’s policies. If Congress also decides to enact broad-based corporate tax reform and small business taxation, it could prove a boon to those who want to shield business income.

For a more detailed look at Trump’s tax plan, click here.

Clinton’s Plan

Clinton would raise rates and limit deductions for high-income taxpayers in order to pay for a raft of new federal spending, including new infrastructure and free public college tuition for families earning under $125,000.

Clinton would introduce a 4% “fair share” surtax on all income above $5 million, which would result in a top marginal rate of 43.6%. For those making more than $1 million a year, a minimum effective tax rate of 30% would be established – the so-called “Buffett Rule.”  She would also adjust the schedule for capital gains by raising rates on medium-term capital gains (1 – 6 years) which would be taxed at a rate between 20% and 39.6%.

Itemized deductions would be capped at a tax value of no more than 28%, which would make mortgage interest and tax deductions less valuable for higher-bracket individuals. Estate taxes would restore the 45% rate with an exemption up to $3.5 million for most estates.  Her plan will go further than that for estates valued in the tens and hundreds of millions, with higher rates as values rise, up to a 65% rate on estates valued at over $1 billion per couple.  In addition, gifting would be limited to a lifetime exemption of $1 million.

Low- and middle-income families would benefit most from Clinton’s tax proposals. Under a Clinton administration, it may make more sense to pay down or pay off mortgages, since many high-income households would not be able to deduct as much on them.

On Social Security and Medicare, Clinton would raise the current earnings cap of $118,500, meaning higher-income workers would pay a greater portion of their salaries.

The Tax Foundation’s analysis says Clinton’s plan would raise federal revenues by $191 billion over the next 10 years after accounting for expected decreases in economic output, which the Tax Foundation model predicts will lower GDP by 1%. This would result in projected after-tax income of all taxpayers falling by 0.9%.

For more details on Clinton’s tax plan, click here.

Whether Trump or Clinton wins the election, it is highly unlikely all of their tax proposals will be adopted by whatever Congress is installed in 2017. But their published plans give a good grasp of the candidates’ thinking.

If you have any tax-related questions or concerns, please call Nick Hopkins at (317) 608-6695 or email [email protected].

Adam Parkhurst joins Sponsel CPA Group

adam-parkhurstAdam Parkhurst has joined Sponsel CPA Group as a Staff accountant in the Audit & Assurance Services department. A recent graduate of Purdue University’s Krannert School of Management with a B.S. in Accounting, Adam previously served an accounting internship at a global auto parts supplier and a financial analyst internship at a health services company.

His duties will be to support the audit management in preparing audit programs, perform reviews of audit documents, identify accounting and auditing issues and perform research to solve those issues, apply concepts of risk assessment and perform tests of internal controls.

“Adam is a terrific addition to our growing team,” said Mike Bedel, Partner and Director of Audit & Assurance Services. “Sponsel CPA Group continues to expand the depth and breadth of services we can offer to clients to help them achieve greater success.”

Questions to Ask When Beginning College Planning

Ryan HodellBy Ryan Hodell
Staff, Tax Services

It’s no secret that the cost of a college education continues to skyrocket, with no ceiling in sight. According to the College Board, the average cost of tuition and fees for the 2015-2016 school year was $32,405 at private colleges and $9,410 at public colleges.

As a result, millions of young people are starting their professional lives with tens of thousands of dollars in student debt, which hampers their ability to pursue independence and fulfillment.

If your family is starting the process of saving for college, it can seem very daunting. Here are three questions you need to ask that will help you start down the road of planning for college.

Where are you today?

You can’t know where you’re going, or how to get there, until you know where you are now. Take a comprehensive view of your family’s financial situation and create a balance sheet to help you better understand it.

Begin by calculating your net worth, which is Assets (cash, property, investment accounts, retirement accounts, etc.) minus Debt (mortgage, loans, credit cards, taxes owned, contract obligations, etc.). This is your starting point.

Where do you want to go?

The next step is to envision a goal, and forecast how much it will cost. This can obviously be a challenging task. If you’re starting as early as possible, your kids probably won’t know what school they want to attend, or if they will be accepted. You also must factor in inflation and the expanding cost of college. But you can at least start setting rough goals.

You may want to have a high-end institution goal and a low-end institution goal. Your child may opt for an in-state public university where costs are lower, or earn an athletic or academic scholarship to a private university. But it’s better to aim too high than too low.

Where do I save the money?

529 Plans are a very popular avenue for college saving today and have several attractive benefits.  For starters, earnings in a 529 plan grow tax-free and will not be taxed if the money is taken out to pay for qualified college expenses. In addition, the Indiana College Choice Savings Plan provides a 20% state tax credit (up to annual contributions of $5,000) against the taxpayer’s Indiana adjusted gross income tax liability for the year.

You can use 529 plans for part of the cost of education and use other tools for additional savings to maximize your tax and interest benefits. And 529 plans don’t have much impact on your child’s ability to qualify for financial aid under the Free Application for Federal Student Aid (FAFSA).

Remember, if you have younger kids, 529 Plans can roll over to them without tax implications if you don’t use all the funds saved in an older child’s account.

Another option is a Coverdell Education Savings Account, or ESA. These are treated more as a contribution to the child as opposed to 529s, which are considered as assets of the parents. So ESAs have more of a negative effect on the student’s ability to qualify for student aid.

ESA accounts can only be opened if your adjusted gross income is less than $220,000 if filing jointly, or $110,000 if single. Total contributions cannot exceed $2,000 a year, and contributions grow tax-free until distributed. Distributions from an ESA are tax-free if used for qualified education expenses.

There are different tax implications for college savings plans at the state and federal level, so it pays to do your research and obtain good advice.

Saving for a child’s college education is a major financial commitment. It’s never too early to start, and how you invest your money can have a huge impact on the amount of student loan debt they will carry as they begin their professional and personal journey.

If you’re starting your plan to save for college and need counsel, call Ryan Hodell at (317) 613-4868 or email [email protected].

Client Profile: Prime Car Wash

It’s great to be in an expanding business, but growth brings its own set of challenges. For Prime Car Wash, that meant juggling associated companies for each of their locations, dealing with complex financial issues and adding health benefits for their growing work force.

When your company is on the move, you need a partner that moves as quickly as you do. So Chris Galloway and his two partners turned to Sponsel CPA Group for help.

Prime Car Wash opened their first Indianapolis location in August 2012 and have since added two more. Galloway, who is CFO along with co-owner, says they’re on track to open another two by next summer – and their ambitions go further. “We’re not just limiting ourselves to Indianapolis. If we find good spots, we’ll go after them,” he said.

A chiropractor by training who still practices, Galloway joined with his medical partner and a sales veteran to dream up a new kind of car wash. In addition to a high-end conveyor wash and bays, they offer “express details” in around 30 minutes that clean every nook and cranny of the car, even leather seat treatments and carpet shampoo. Customers can pass the time in their in-house café.

Prime has also spearheaded the use of memberships, with nearly half of their business coming through monthly fees in exchange for unlimited washes. “We didn’t invent the membership system, but we brought it to the forefront of the Indianapolis market,” Galloway said.

Referred to Sponsel CPA Group by a vendor, Galloway and the other owners met with Partner Lisa Purichia and her Entrepreneurial Services team. They were impressed with the way Sponsel put together a package of services custom-tailored to their needs. Their bookkeeping, payroll and other needs are taken care of quickly and accurately. Coming from a medical background, Galloway often finds himself having questions on a particular financial issue – and needing an answer right away.

“With Sponsel I never feel like I’m a burden. I can access them by phone or email anytime,” he said. “We’re able to pivot quickly, and with a company that’s growing like ours that is very important. They do a great job for us.”

Employee Spotlight: Mike Bedel

Mike BedelMike Bedel was a young CPA moving up in a large local company when he jumped at an opportunity to start a new firm and oversee its Audit & Assurance Services department. The four partners were so impressed with his knowledge and dedication to serving clients that they invited him to join them nearly three years ago, and since then he has held the title of Partner as well as Director of Audit & Assurance.

In additional to being a CPA and MBA, Mike holds a certification as a Chartered Global Management Accountant (CGMA). He earned both his bachelor’s and master’s degrees in Business Administration from the University of Dayton.

He leads the audit team in providing clients with the financial information they need to be secure and successful in their business and personal dealings. His duties include audits, assurance services, financial statements and consulting across a broad range of industries, including acting as CFO and Controller for several companies in the Indianapolis area.

Mike is active in the Indiana CPA Society, and is currently Chairman of the board of trustees of their political action committee. He also volunteers as Treasurer for Cub Scout Pack 394 at St. Susanna Church in Plainfield and as Secretary of the School Commission for St. Susanna Catholic School.

Mike and his wife of 11 years, Ellice, have five children: Adam, 10; Isabelle, 8; Anna, 6; Sophie, 3; and baby Genevieve, whom they welcomed six months ago. They also have a 95-pound Goldendoodle, Milo. The family enjoys camping and hiking, and Mike likes assisting Ellice with her work in the Youth Ministry at St. Susanna.

Why Vacations Are Important: Rest, Renewal and Reward

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services

Now that the kids are back in school and summer is winding down, hopefully you and your family have already found some time for a vacation. Unfortunately, many people haven’t. In fact, surveys show that many workers feel afraid to take all of their allotted time off, fearing they’ll be seen as giving less than a full effort.

Even when they do take vacations, people take their laptops and smartphones with them to work remotely or check in. In this age of connectivity, people are often unwilling to “unplug.”

This is a mistake. Not only do workers deserve vacations, their supervisors should encourage them to take them – for the good of the employees, and the health of the company.

Vacations are more than just time away for the office. The rest, renewal and rewards offered by them are key to keeping people working at their highest potential. When we’re checking our iPhones every 20 seconds or emailing with colleagues, it creates an information overload that doesn’t allow us to recharge our batteries and reflect on important goals and plans.

This is especially true with business executives, many of whom work 55 to 65 hours a week or more. Over a long period of time, physical and mental health wear down. People return from vacations with a refreshed mind and body.

Vacations also allow us to step back from the daily grind of the workplace and think about the broader picture. Take the time to reflect on the things that are really important in life. Ask the big questions: Am I living the life I want? Am I treating my family and friends well? Is my attitude in the office a positive one? Do I encourage others? What do I need to change to become a better spouse, parent, partner and manager?

I like to bring a book or two with me on vacation, generally something inspirational or enjoyable, to help me see things in a new light.

Not working doesn’t mean you can’t think about work. Indeed, some of your best ideas for the business may come when you’re out of the thick of things. Perhaps you realize you haven’t had as much face time with key customers as they deserve. Or an idea for a new product or service line will materialize.

If you’re a leader in your organization, getting away also serves another purpose: allowing you to see how well the company functions in your absence. If you can’t get away for a week or two without the place falling apart, that’s an indication that you haven’t done a very good job of developing the management team. You want the “next person up” to able to take over in the short term with minimal disruption in the operation.

A lot of times, an executive returns from vacation and will be pleasantly surprised by how well things were managed while they were gone. In a family-owned business, this can help you measure how well prepared the next generation is to come on deck and eventually take over.

Even the downside can have an upside. If a glaring problem occurred while you were away, it allows you to see who stepped up and who didn’t in a crisis. This will help you make long-term decisions about your personnel – who needs training, who is ready for a higher level of responsibility, and who needs to be shifted to another role.

My advice to you is to minimize your technology use when you go on vacation. Resist the urge to constantly check email, or return non-urgent phone calls or texts. Spend time with your family, refresh yourself and step back for a well-deserved breather.

If you do this regularly, and insist that your employees do so as well, you will find that your team has the high energy and morale necessary to take your organization to the next level of success.

Call Nick Hopkins at (317) 608-6695 or email [email protected].

Remembering 9/11

As we mark the 15th anniversary of September 11, please join everyone here at Sponsel CPA Group in remembering the bravery and sacrifices of so many souls on that fateful day. Our memories will never fade, either for those we lost or for the many who responded to the tragedy with dedication and valor.

Welcome Adam Parkhurst

adam-parkhurstAdam Parkhurst has joined the firm as a Staff accountant in the Audit & Assurance Services department. His duties will be to support the audit management in preparing audit programs, perform reviews of audit documents, identify accounting and auditing issues and perform research to solve those issues, apply concepts of risk assessment and perform tests of internal controls. He recently graduated from the Purdue University Krannert School of Management with a B.S. in Accounting. Adam previously served an accounting internship at a global auto parts supplier and a financial analyst internship at a health services company.

Bedel, Thompson attend Mickey’s Camp

Partners Mike Bedel and Jason Thompson recently attended Mickey’s Camp. For 15 years, it has offered a chance for local businessmen and businesswomen to leave behind their daily pressures and interact with like professionals, exploring new opportunities and perfecting old skills while raising money for local charities. This year’s event for men took place Aug. 17-19 at Bradford Woods Outdoor Center, and the featured speakers were members of the Indiana University basketball team that won an NCAA Championship in 1976. This was the first year for Mike and the second for Jason.

Do You Really Aspire to Be Just Average?

Mike BedelBy Mike Bedel, CPA, MBA, CGMA
Partner, Director of Audit & Assurance Services

Almost every profession in which people operate today is very competitive. Organizations compete against one another on customers, talent, pricing, service, product quality, innovation and more.

None of these companies aspire to be average. They like to believe they excel, even when the data might prove otherwise!

There are many ways to measure your organization against others. Statistics can look at peer to peer, against the industry, with companies of similar size or that share the same geography. There are metrics for revenue, number of employees and so on.

But the stark truth is, many businesses are on track for mediocrity – because they haven’t taken the steps to be truly excellent.

To be above average, leaders need to create an environment where people crave success – for themselves, for the entire team and especially for the customers you serve. You want to have a company where talented employees want to work.

Take a look at your organization and how it is run, top to bottom. Make a hard assessment of your leadership team and the quality of the product or service you are providing. How much are you investing in continuing professional education? Does your team have a “deep bench”? Are there other people ready to step up in each department if the current manager leaves or falls ill?

One common mistake that can hold a company back is having departments that act like independent silos, with little interaction between each other or with clients. Encourage your customers to interact with different departments, to build relationships and uncover new lines of service you could be providing. Make sure clients are talking to more than just the department heads, so if there is a break in the chain of leadership, the next person is ready to link up and continue the mission seamlessly.

Take a look at your processes and procedures. If you find that they are exactly the same as five years ago, things probably need to be updated. “Change for the sake of change” can cause problems, but failing to keep step with changes in the way you operate poses even more of a threat.

Analyze your technology, your computer infrastructure and IT function. To keep ahead of the curve, consider upgrading your hardware and software frequently, such as every three years. Don’t look at these sort of expenditures as a drain on your bottom line, but investments in the future of the business.

How much to you spend on research and development? Are you investing in new product lines or expanding the set of services you provide? Whatever business you’re in, from an assembly line at a manufacturing plant to professional services, you should always be looking to grow the breadth and depth of what you can offer your customers.

Do you solicit feedback from clients? How much and how often? Many companies do this, but only ask customers if they’re satisfied. Instead, ask them what you aren’t doing right, or areas where they could use assistance that you don’t currently provide. This is the type of feedback that spurs innovation.

If you just want to be an average company, keep doing what you’re doing. Accept “OK” as normal.

But if you truly want to stand out from the crowd, that requires taking risks and trying new things that may or may not work out. In this way you can distinguish yourself from your competitors, for both customers and the talent pool.

If you need strategic advice on how to make your organization truly exceptional, please contact Mike Bedel at (317) 613-7852 or email [email protected].

Client Profile: Outreach, Inc.

Outreach Inc.Outreach, Inc. is a key civic safety net for Central Indiana teens who are homeless or at risk. Founder and CEO Eric Howard started the non-profit group nearly two decades ago, literally operating out of the trunk of his car. Now Outreach serves nearly 400 homeless young people between the ages of 14-24, has a permanent staff of 15 people plus 96 volunteers.

“We call our volunteers unpaid staff because they are so vital to our success. They are mentors and tutors to our young adults, and also perform administrative duties and data entry,” Howard said.

After operating out of a home on Indianapolis’ Eastside for many years, Outreach recently broke ground on a new facility four blocks away that is almost four times as large as their present space. That has brought expanded ambitions, but also new challenges.

A Christian-centered group, Outreach offers a broad range of services, from meals and a place to shower to counseling and referral to other community resources. They also run a telephone resource line for teens who find themselves in need of their services..

For a number of years now Outreach has turned to Sponsel CPA Group for help. Not only does the firm assist them in meeting all their important filing deadlines and state and federal disclosure requirements, they serve as proactive advisors who bring new ideas and opportunities to the table. This includes streamlining their new service model, launched in June, which promotes health and capacity amongst youth, staff and partners.

“We couldn’t do what we do without Sponsel CPA Group. They not only celebrate our success but want us to thrive. They are partners, and I’m surprised how excited they get about our successes,” Howard said, adding that members of the Sponsel staff attended their groundbreaking and other events.

“This is hard to believe, but our staff loves it when they come to audit. The audit is more than catching mistakes. It’s about helping us become a better steward with the resources entrusted to us.”

Unlike previous accounting firms that seemed more interested in racking up billable hours than lending assistance, the Sponsel team is always ready to help, Howard said. “We are never embarrassed to ask Sponsel CPA Group a question. They know filing deadlines and state and federal requirements are their focus, which frees us up to focus on our business.”

Employee Spotlight: Lisa Blankman

Lisa BlankmanLisa Blankman was recently promoted to Manager in the Audit & Assurance Services department, just four years after joining the firm. Her duties include audits, compilations, reviews, 401k limited scope audits and agreed-upon procedures. She works with clients across a broad spectrum of industries, including construction and non-profits, helping them find efficiencies and become more effective in the marketplace.

Born in Greensburg, Ind., Lisa has lived on the Southside of Indianapolis for several years but is now in the process of moving to Broad Ripple. In her spare time, she serves on the board of Marian University’s Central Indiana alumni chapter. She is looking forward to her first European trip this fall, exploring Ireland and England. She also enjoys trivia contests and playing softball, and is a diehard fan of the Colts and Cincinnati Reds.

Lisa graduated from Marian University with a bachelor’s degree in accounting, and earned her CPA credential in 2013. She is a member of the Indiana CPA Society (INCPAS), the American Institute of CPAs (AICPA) and the Young Professionals of Central Indiana.

Ransomware: Take Action to Protect Against It

Chris EdwardsBy Chris Edwards
Manager, IT Services

Ransomware has been around for a number of years, but has increasingly become a larger problem, both at home and in the business world. It is a type of malware that installs covertly on a victim’s computer, and then literally takes it hostage: blocking access or functionality until a ransom payment is made to restore it.

McAfee Labs researchers identified 4 million samples of ransomware in the second quarter of 2015 alone, and expects those instances to grow in 2016, according to Security Magazine. One “Trojan” piece of ransomware, CryptoWall, accrued more than $18 million before being taken down by authorities.

The Atlantic even reported on a string of ransomware attacks against police departments in Massachusetts, Tennessee and New Hampshire! They had to pay ransoms between $500 to $750 to have their systems restored. Clearly, ransomware hackers are not lacking in boldness.

Here are the things you need to know, as well as preventative steps you can take, to head off the ransomware threat.

Ransomware comes in two forms. The first is a screen which seems to lock you out of your computer. Most IT and security staff can help you clear this up with some time and effort.

The second form encrypts your files, both on your local computer and your network, and demands a fee for the key to decrypt them. While at times the virus has had errors allowing security professionals to defeat it, that is no longer the case.

In the past, it was advisable to not cooperate; as much as 75% of paying parties never received any further communication or their decryption key. Unfortunately, the FBI now advises that victims pay the ransom.

Most ransomware is transmitted via links or files in email, usually made to look legitimate. It can also be transmitted via pop-ups in a web browser. The key is to get the victim to click on the link, causing the virus to be downloaded where it will install itself.

Once installed, it will immediately begin to encrypt every data file it can access, and does so extremely quickly. It will leave behind numerous files with instructions on how to pay the ransom. While the FBI now advises most victims to pay, there is never any guarantee that payment will result in decryption, and there is no recovering the time lost while systems are restored.

The best defense is to never become infected. Teach your staff and remind them regularly to avoid clicking on links that appear suspicious. If the email isn’t expected or looks like something that person wouldn’t send them, chances are it is illegitimate.

Use a virus scanner to scan email attachments. Most cloud-based spam filtering services will now also scan your email for these links and virus attachments, but their success rate isn’t 100 percent. And just one failure can lock every document and data file you have.

Have your staff use pop-up and ad-blocker software in their web browsers as these viruses have been transmitted this way from popular sites like Yahoo and Forbes. Limit the access your staff has to key files; their computers do the encrypting at the behest of the ransomware, and if people can’t edit the files they can’t inadvertently encrypt them.

Finally, make sure you have a regular backup of all the documents necessary to run your business, and have it tested frequently as well. Keep a copy of these backups off-site, either through a cloud service via the internet or by taking the files physically off-site, such as on a tape backup.

Doing so keeps the backups from being potentially damaged or infected, and also protects you in case of damage from fire or other natural disaster affecting your data’s physical storage devices.

With a regular backup, you can restore the files that were encrypted, avoid paying the ransom, and at worst lose the amount of work between when the backup occurred and the encryption was discovered.

If you need to consult with an expert about protecting your company’s data, please call Chris Edwards at (317) 613-7855 or email [email protected].

Indiana still a good place to do business

CNBC has once again ranked Indiana as one of the better states for business. Although the Hoosier State slipped three spots from its 2015 ranking, it still scored #16 in terms of being a good place to set up shop. Indiana was cited for its low cost of doing business and strong infrastructure – earning the #1 spot in both categories. The state also scored well in cost of living, economy and business friendliness.

Farewell to Extraordinary Accounting

Eric WoodruffBy Eric Woodruff, CPA
Manager, Audit & Assurance Services

In January 2015, the Financial Accounting Standards Board (FASB) released Accounting Standards Update 2015-01 that eliminates the concept of “Extraordinary Items.”

The change is made in an effort to reduce complexity for financial statement preparation.

Historically, extraordinary items were defined as an event or transaction that was unusual in nature and infrequent in occurrence.

The purpose of this classification was to remove extraordinary events from operating income on financial statements so it would be clear to the user this event was truly extraordinary.

The elimination of this concept is effective for financial statement years beginning after December 15, 2015 — so the concept of extraordinary items will not be available for calendar-year 2016 financial statements.

In theory, this is a useful concept. In practice, however, transactions very rarely met the qualifications to be classified as extraordinary. As such, the removal of the extraordinary items concept from accounting principles generally accepted in the United States of America will not have a big impact on financial statement users or preparers.

The following events or transactions are listed in the FASB Codification as examples of those that did not meet the Extraordinary Item Criteria:

  • A citrus grower’s Florida crop is damaged by frost. Frost damage is normally experienced every three or four years. The standard of infrequency of occurrence based upon the environment in which the entity operates would not be met, since the history of losses caused by frost damage provides evidence that such damage may reasonably be expected to recur in the foreseeable future.
  • A large diversified entity sells a block of shares from its portfolio of securities that it has acquired for investment purposes. This is the first sale from its portfolio of securities. Since the entity owns several securities for investment purposes, it should be concluded that sales of such securities are related to its ordinary and typical activities in the environment in which it operates, and thus the standard of unusual nature would not be met.
  • A textile manufacturer with only one plant moves to another location. It has not relocated a plant in 20 years and has no plans to do so in the foreseeable future. Notwithstanding the infrequency of occurrence of the event as it relates to this particular entity, moving from one location to another is an occurrence which is a consequence of customary and continuing business activities, such as finding more favorable labor markets, more modern facilities and closer proximity to customers or suppliers. Therefore, the criterion of unusual nature has not been met and the moving expenses (and related gains and losses) should not be reported as an extraordinary item.
  • A consequence of customary and typical business activities (namely financing) is an unsuccessful public registration, the cost of which should not be reported as an extraordinary item.
  • The costs incurred by an entity to defend itself from a takeover attempt, or the cost attributed to a standstill agreement, do not meet the criteria for extraordinary classification.

If you have any questions about how the new rules could affect your financial reporting, please call Eric Woodruff at (317) 613-7850 or email [email protected].

The Baby Boomer Challenge: Avoiding the Post-Retirement Blues

Tom SponselBy Tom Sponsel, CPA/ABV, CFF
Managing Partner

(Part 4 of 4)

After discussing the financial, planning and psychological impacts of retirement, the Baby Boomer Challenge wraps up today with a talk about the blues – the post-retirement blues.

Ask anyone who has retired recently, and you’ll discover it’s a real phenomenon. This can be especially true for go-go Type A people from the business world, who have invested so much of themselves in their career it has come to define them.

If you’re married or in a committed relationship, the first person you should be talking to is your significant other. Whatever career phase they are in themselves, understand that your retirement also impacts them. First and foremost, don’t expect them to automatically change their working life or daily pattern of activities just because you have.

I know of one gentleman retiree whose wife of 40 years sat him down shortly after his transition. I respect that you’re changing, she told him, but that doesn’t mean I am. Don’t try to treat me like an employee you can boss around. Just because we’ll be spending more time together during the weekdays doesn’t mean I want our relationship to change!

Other spouses may feel similarly, or completely the opposite. They key is to “do the dialogue.”

As discussed in the previous article, finding another activity about which you are passionate is a must, whether it’s looking after grandkids, volunteering for a charitable group or something else. Your other activity could be a “second career” that you pursue at your own pace and intensity. Be aware, though, that just as during your working life it’s easy to become overloaded. People realize you have a lot more time on your hands, and soon look to fill it with their own needs and wants.

I know of retired individuals in their 70s who say they’re busier now than they ever were during their “working” careers! Learn the power of gently and politely telling people, “No.”

Make sure to carve out some time for things you’ve always wanted to do but never had time: travel, take up a hobby, fix up an old car, create a work of art, go back to school and dive into a new fresh area of knowledge that you have always been interested in! Everybody has a “bucket list” … time to start emptying yours out!

For some, that could even be starting a second career. If you are going to make that move, do it with your eyes wide open – especially if it’s something you want to do full-time. Consult with a trusted advisor on how any earnings could impact your Social Security benefits.

Socialization is also an important ingredient in avoiding the post-retirement blues. Get together with friends, attend religious services, join or start a social group like a book club. It’s as easy as picking up the phone, or sending an email or text message.

Whatever you do, avoid the situation where you find yourself sitting at home with nothing to do. A sense of purpose is key to your feelings of self-worth. Before that was probably largely tied up with your business or the company you worked for.

Now it’s time to transition to something new. Seek out activity and engage with other people, and you will discover a fulfilling retirement where the blues stay at bay.

I recently read a book “The NEW Retirementality” by Mitch Anthony which is a comprehensive analysis of what to look for in “Retirement” and how planning requires much more than just a retirement savings account. In fact, in most cases (realizing it is all relevant) the size of your retirement savings account may be the least of your concerns. Retirement is about happiness, and you are the only one who can define that for you and your loved ones.

If you would like advice on your retirement planning, please contact Tom Sponsel at (317) 608-6691 or email [email protected].

Employee Spotlight: Nick Hopkins

Nick HopkinsIn 2009 Nick Hopkins helped found Sponsel CPA Group, and along with the four other Partners has built it into one of the leading accounting firms in Central Indiana.

A CPA, Certified Financial Planner® and Director of the Tax Services department, Nick leads the tax team in providing financial, strategic and tax planning services to clients. He also specializes in acquisitions and mergers, multi-state tax compliance and other complex tax challenges. He was named a Super CPA by Indiana Business magazine.

Nick volunteers as a board member for the Center Grove Education Foundation, in addition to serving as its Treasurer. The Foundation helps fund extraordinary and innovative learning experiences for Center Grove students.

Born and raised in Morton, Ill., Nick lives in Bargersville with wife, Natalie, and their three children – Ali, age 8, Brock, 5, and 1-year-old Blakely. In his spare time, Nick enjoys golfing and spending time outdoors, preferably with his family.

Are You a Thought Leader in Your Organization?

Jason ThompsonBy Jason S. Thompson, CPA/ABV, ASA, CFE, CFF
Partner, Director of Valuation and Litigation Services

Do you know what it means to be a “thought leader” within your business or organization? It’s not just someone who acts smart and offers lots of pushy ideas!

A thought leader is a person who shares their knowledge with other members of the team in order to enhance the capabilities of the entire organization. It’s someone who sees learning as an ongoing endeavor rather than something you do when you’re young to land your first job.

When someone behaves in this manner on a consistent basis over a long time, eventually others will seek them out for their knowledge and advice. So if you’re a manger or executive in your organization – or seek to become one – you should strive to be in a position where people recognize you as a thought leader.

Everyone who’s been around awhile gains knowledge, even if it’s just a basic sense of do’s and don’ts. But a thought leader seeks out information. They read about current events and devour industry-related publications and websites – such as Financial News, Wall Street Journal, Fortune magazine, etc. They read business related literature on a regular basis as they can provide informed discussions on new trends in business and government policies.

Thought leaders grasp that learning is not just about going to training: it’s also the things you do on your own to expand your base of knowledge and improve your power of positive thinking. Doing this also allows you to be a better performer in whatever path you choose in life.

For example, as a CPA I am often asked about the current state of the financial markets or who would be the best political candidate for local, state or federal office, and why. Instead of just giving a reflexive opinion, this is an opportunity to educate the questioner using the perspective you’ve gained over the years related to critical economic success factors – local, state, and national.

Thought leaders can be both young and old – certainly when it comes to emerging technology and digital communication, the novice can educate the old-timer these days!

But as a general rule of thumb, thought leaders tend to be people who’ve plied their trade for 10, 20 years or more. Experience breeds valuable insights as to what long-term success looks like. Sometimes the wise person will forego short-term success for the benefit of a long term permanent solution. In this age of instant gratification, this may appear to be a novel strategy.

Because they’ve been around the block a few times, their knowledge goes beyond theory to real-life successes and failures. Veterans know what works and what doesn’t. When it comes to becoming a thought leader, there really is no replacement for experience.

Sometimes people gain a great deal of information and experience during their tenure within an organization, but keep it to themselves. Often they think they are guarding their own position, or improving their chances at promotion by keeping a few “aces up their sleeves.”

While it’s possible hoarding knowledge can help an individual’s prospects in the short run, over the long term this type of practice is harmful to the health of the entire organization. Executives would be wise to instead promote a culture that rewards sharing and support between colleagues.

Thought leaders thrive in an environment where nurturing other people is standard practice. Servant leadership is the overriding principle. If you create dialogues with other people and freely offer them the benefit of your counsel and experience, soon people will seek out your knowledge.

You should seek to be an inspirational leader who drives others to thirst for the knowledge of experience and desire to learn more. This will lead to a stronger, more informed organization that operates in a productive manner to achieve success.

Seek out knowledge, and share it, and you will have enhanced your own professional status as well as your company’s future prospects.

If you have questions or comments, contact Jason Thompson at (317) 608-6694 or [email protected].

Baseball excursion for our team

The entire Sponsel CPA Group team travelled to Cincinnati on June 29 to watch the Reds take on the Chicago Cubs. It was a terrific opportunity to enhance everyone’s morale and espirit de corps – though a little less so for Reds fans, who witnessed their team fall to the surging Cubs, 9-2. The office was closed for the day. We have FUN every day!

State scholarship tax credit funds released

The State of Indiana offers a School Scholarship Tax Credit for individuals or corporations who donate to scholarship-granting organizations (SGOs). There is currently $8.7 million remaining out of $9.5 million that was allocated effective July 1, 2016. These credits are available until the $9.5 million in allocated tax credits are completely claimed or June 30, 2017. If you want to consider making a scholarship donation which qualifies for the Indiana Tax Credit, we suggest you do so right away. Click here for more information.

Types of Valuation Engagements

Amber HooverBy Amber Hoover, CPA/ABV
Senior Analyst, Valuation and Litigation Services
[email protected]

One of the issues we commonly address as we begin the valuation process is: What kind of valuation is needed? Does the situation require a definitive value of the company or asset, or will a less detailed analysis suffice?

These two different choices line up nicely with the American Institute of Certified Public Accountants (AICPA) Statement on Standards for Valuation Services (SSVS) guidance on the types of services a Certified Public Accountant (CPA) with an Accredited Business in Valuation (ABV) can offer.  A CPA/ABV can perform either a Valuation Engagement (Comprehensive) or a Calculation Engagement (Limited). The following is a rundown of the differences between the two to assist you in making the right decision for your valuation situation.

The result of a valuation engagement can be expressed as a single amount or a range of value, using one or more of several appropriate valuation approaches and methods.  Using the selected approach(es) and method(s), the valuation analyst prepares the appropriate documentation to support their conclusion, and submits a report. The report can be an oral report, a summary or a detailed report.

A valuation engagement is more thorough than a calculation engagement and therefore requires more time which equates to a higher cost than a calculation engagement.  Valuation engagements are best suited for litigation, such as shareholder or marital dissolutions and regulatory reporting like estate and or gift reporting to the Internal Revenue Service etc.

A calculation engagement is a limited-scope engagement in which the valuation analyst and client agree on the valuation approaches and methods that will be utilized.  The result of a calculation engagement is expressed as a “calculated value”, which again can be a single amount or a range.

In many cases a calculation engagement will exclude certain procedures required to be performed in a valuation engagement.  Excluding these procedures often leads to a calculation engagement having a lower cost than a valuation engagement.  Because of the lower costs, a calculation engagement is often chosen as the valuation service.  Keep in mind that while the results of a calculation engagement are typically a reliable value, because limited work is performed, there must be disclosure in the calculation report that the value could be different had more work been done.  This disclosure requirement of the SSVS often limits the use of a calculation engagement in an adversarial situation.

Here at Sponsel CPA Group we offer a preliminary overview of your client’s financial data before recommending whether a calculation or valuation engagement is warranted.  We offer this in order to prevent the users of our work product from paying for a service that may not be necessary.  And we offer the overview free of charge.

We understand the desire to control professional fees. We want our clients to have confidence in the valuation service we provide and feel comfortable with Sponsel CPA Group as their valuation analysts.

If you have any further questions about the types of valuation reporting available, please contact Amber Hoover at (317) 613-7844 or [email protected].

What the New Overtime Rules Mean for You

Lisa PurichiaBy Lisa M. Purichia
Partner, Director of Entrepreneurial Services & Employee Benefit Plan Services

Last month President Obama announced changes in overtime pay rules that could see more than 4 million U.S. workers become eligible for “time-and-a-half” wages who currently aren’t. And that means business owners are scrambling to see how the sudden shift will affect their payroll and bottom line.

Currently anyone who makes more than $23,660 a year is exempt. The Obama administration’s change roughly doubles that threshold to $47,476. Bonus payments can count toward the total. The rule change is set to take effect Dec. 1 of this year.

Overtime rules date back to the 1930s, requiring employers to pay 1½ times a worker’s regular salary when they exceed 40 hours of work in a single week. Overtime rules are also regulated by individual State Regulations, which do vary. Since their inception the rules have been gradually relaxed to exclude management and most salaried employees. Roughly 62 percent of full-time U.S. workers qualified for overtime pay in 1975, compared to just 7 percent today.

Many industries are cyclical, requiring long hours during crunch time and a more regular schedule during the offseason. I can certainly assure you that during the tax filing season, there isn’t a CPA in the land working less than 40 hours!

The White House estimates the rule change will raise wages by $1.2 billion over the next decade – which obviously means companies will have to come up with a way to pay for the increase, or adjust their business model to compensate.

The most likely outcome is businesses will reduce employees’ hours to avoid paying overtime. There is also concern among small business owners they will be burdened with increased paperwork and scheduling issues because they’ll have to more closely track working time. Salaried workers may be converted to hourly ones.

Retail stores and restaurants appear to be the industries most immediately impacted by the change.

Expect this to be a difficult and emotional transition for many impacted employees. That’s why it’s important to start analyzing how the new rule will affect your company, and develop a communication strategy to tell your workers how you’re going to implement it.

Many employees perceive being paid a salary instead of having to track their time worked as a preferred status. Others who are now paid hourly will resent being moved to a salaried position above the new threshold, perceiving their pay as being “capped” with a limitless demand on the number of hours they’re expected to work.

If you choose to raise the salary of some employees above the $47,476 threshold, this may produce “compression” with other job positions and pay scales. For instance, a manager may find herself earning the same or little more than the people she supervises.

The first thing you should do is undertake an audit of your workforce and make a list of currently exempt salaried employees who fall under the cap. Ensure the job descriptions of these positions are up to date – it would be advisable to do this for the entire organization.

Communicate the rule change to your employees and let them know you’re developing a plan for implementation. It would also be wise to have your Human Resources team (or provider) evaluate your entire benefits package to ensure rewards programs are meeting their objectives.

If you need advice on preparing your organization for the changes in overtime rules, we recommend you seek legal counsel with an attorney who specializes in employment and labor law.

If you do not currently have a relationship with such a resource, please contact Lisa Purichia at (317) 608-6693 or email [email protected] and we can refer you to names of attorneys who specialize in employment and labor law.

Employee Spotlight: Martha Strobl

Martha StroblMartha Strobl was born in Huntsville, Ala., but has been all around the world. A self-described “Army brat” as a kid, she lived in California for several years before moving to Indiana to finish growing up. She’s visited nearly all of the states, traveled through Europe and lived in Germany for four years. After so many journeys, she’s ready to call Indianapolis her permanent home.

As Administrative Assistant to partners Tom Sponsel, Jason Thompson and Mike Bedel, Martha essentially operates as the “hub” for her assigned partners, coordinating schedules, interacting with clients and assisting the accounting team in myriad ways. She has three decades of experience assisting executives in corporate settings, including the financial, retail and healthcare sectors.

A graduate of Rushville Consolidated High School, Martha holds associate and bachelor’s degrees from Ball State University. She has two grown daughters: Sarah lives in Wisconsin while Becca is nearby in Greenwood. In her

The Baby Boomer Challenge: Psychological Reality

Tom SponselBy Tom Sponsel, CPA/ABV, CFF
Managing Partner

(Part 3 of 4)

In the first two articles in The Baby Boomer Challenge, we discussed planning for retirement and the financial aspects of preparing for a post-work life. Now it’s time to talk about the psychological impact of stepping away from your career.

This can be a touchy subject, especially for business owners and managers. They are by nature can-do people, the type who focus on achieving their goals rather self-analysis of their own motivations. Having attained so much professional success, they are therefore less prepared to transition to a life that is not defined by their career.

After assisting countless people through succession planning and retirement, I can speak from authority in saying that many of them experience a loss of self-worth. They are so used to being in the thick of things that having the daily pressures of the workplace suddenly removed can feel abrupt and even traumatic.

At its most basic level, there is an adjustment to not physically going into the office every day. Recently retired people will say they don’t know what to do with themselves. There’s only so many times you can walk the dog around the block or play golf. That simple day-to-day routine of getting up and going to work gives people structure that makes them feel valued.

Another loss occurs when there is no longer a continuous stream of people seeking you out for advice and counsel. A person in a senior position can take great satisfaction from having their expertise utilized by others for the benefit of the organization. When that stops, they feel their skills and experience are no longer relevant and accordingly they believe they personally are no longer relevant!

This can translate to a sense of “losing” their professional status, which also means a hit to their self-worth. People want to know they still have something to contribute.

One can fill these gaps through exercise, hobbies, travel, watching over the grandkids and other activities. And there’s volunteerism, which is a terrific way for retirees to feel connected and appreciated.

I have seen many business executives go into the not-for-profit area, either as a part-time volunteer or a full-time position, and find a whole new identity waiting for them. They gain the socialization of the workplace as well as the utilization of their skillset.

Another option is to keep working but in a limited role. An emeritus position, perhaps a day or two per week, can allow a manager to feel like they are still contributing. A role that focuses on mentoring up-and-coming leaders can be especially satisfying.

This can bring its own set of challenges, of course. I spoke with one former executive who said that, even though he enjoyed coming into the office, it was difficult seeing someone else occupying his old office and leadership role.

He eventually sought professional counseling to get through this phase – something that is not at all unusual. There is no stigma in asking for help, and is something that should be actively encouraged.

By all means, if you’re approaching retirement age and don’t feel like stepping away – don’t! I know of some executives who refuse to even utter the word “retirement” because they fear the unknown. There’s no rule that says you have to retire when you’re 65, or 75, or even 85!

But sooner or later, nearly all of us will be faced with transitioning to a post-working phase of life. Don’t underestimate the emotional aspects of this change. The key is to explore this new terrain with the same gusto that they brought to conquering their professional endeavors.

The key “take-away” of this article is that if you or other loved ones are approaching the “retirement phase,” approach it with honesty and realism. Retirement is different for everyone. I know individuals who are still working into their 80s and are loving it! And others who retired at age 55 and would not change a thing.

In each case their success was determined by a deliberate analysis (along with their spouse) and an intentional plan for a Happy Retirement!

Look for the final installment in this series next month as we discuss transitioning into your post-retirement life.

If you would like assistance with your retirement planning, please contact Tom Sponsel at (317) 608-6691 or email [email protected].

Campbell joins firm

Emily CampbellEmily Campbell has joined the firm as a Staff accountant in the Audit & Assurance Services department. She previously served an auditing internship at a local firm, and has earned a bachelor’s degree in accounting and management information systems, as well as a master’s degree in professional accounting, both from Butler University. Her duties will include conducting audits, reviews, compilations and agreed-upon procedures. Welcome Emily!

Office closed June 29

The Sponsel CPA Group office will be closed Wednesday, June 29 for a company event: we will be traveling to Cincinnati to watch the Reds take on the Chicago Cubs. We encourage these sorts of team-building exercises, both to build morale and as a reward to our team after the close of another busy tax season. We look forward to serving our clients’ needs any time before or after June 29.

Three promoted to Manager

Jo-Ann LewandowskiJosie DillonLisa Blankman

 

 

 

 

 

 

 

 

We are pleased to announce that Jo-Ann Lewandowski, Josie Dillon and Lisa Blankman (left to right) have received promotions to Manager. They have all impressed us with their hard work and diligence on behalf of our valued clients. Congratulations!

 

Employee Benefit Plans: Know Your Responsibilities

Mike BedelBy Mike Bedel, CPA, MBA, CGMA
Partner, Director of Audit & Assurance Services
[email protected]

As summer arrives, our Audit & Assurance Services team has started planning for audits of employee benefit plans. Many employers offer a 401k plan as a benefit to employees to help them prepare for retirement.

These 401k plans are regulated by the U.S. Department of Labor (DOL). One of the regulations they impose is the requirement of an audit when the plan exceeds approximately 100 eligible participants.

There are two types of audits that are performed on defined contribution employee benefit plans: a full-scope audit and a limited-scope audit – both permitted by the DOL.

The limited-scope audit, as described by its name, is a shorter version in which the auditors rely upon a certification by the trustee of the employee benefit plan in place of full auditing procedures on the investments in the plan. This limited-scope audit is less costly and, as a result, a much more popular choice.

One of the common deficiencies in employee benefit plan administration is a lack of understanding of the fiduciary responsibilities of those involved in the plan. While many employers view this plan as a benefit to employees, the responsibilities assigned by the Department of Labor should not be set aside.

Another common deficiency often identified in employee benefit plans is related to the timely remittance of employee contributions. When an employee has withheld funds from their paycheck, designated for their 401k account, it is the responsibility of the employer to remit those funds in a timely manner. Holding those funds for a week, in essence, is the same as the employer taking an interest-free loan from their employees.

The DOL has been clear in their guidance that if payroll taxes can be remitted in the matter of a few days, they expect that 401k contributions are to be remitted in the same timeframe.

Sponsel CPA Group is a member of the AICPA’s Employee Benefit Plan Audit Quality Center and is qualified to perform audits of most 401k plans. We are also available to help management teams prepare for an outside audit of their plan. And we have a team that can provide third-party administration services for your benefit plan throughout the year, should you wish to outsource this function entirely.

If you are interested in assistance with your employee benefit plan, please contact Mike Bedel at (317) 613-7852 or email [email protected].

The Baby Boomer Challenge: Financial Aspects

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services

(Part 2 of 4)

In the first part of The Baby Boomer Challenge, we talked about the planning and preparation that should come before retirement. We discussed the questions Boomers should be asking themselves, such as when, where and how they want their post-working life to take shape.

Now it’s time to take a closer look at the financial aspects of retirement planning.

For Boomers’ mom and dad, the old rule of thumb for retirement was that they should plan to live on an income equal to 50% to 60% of their working income. This was usually made up by a combination of Social Security benefits, a company pension plan and perhaps some modest investments.

Times have changed, and those metrics have transformed with them. Fixed pension plans have mostly gone away. The long-term liquidity of Social Security is questionable. Half of your previous income may not fund the lifestyle you desire. So your road map for saving and investing for retirement needs to keep up with reality.

First, analyze what your Social Security benefit would be depending on the age you retire. Look at your 401k or other retirement accounts, and any other investments you have. Sit down with a trusted financial advisor to determine what sort of income these assets will generate during retirement.

Now that you have an estimate of what’s going to be coming in, it’s time to look at the “going out.” As discussed in the last article, you should firm up your idea of how you want to live in retirement. It may include travel, a second home near family or things on your “bucket list.” Some of these things may represent a significant cost, while others are financially nominal.

Finished visualizing? OK, now it’s time to put a dollar amount on all that. Develop a household budget, based on what you’re currently spending and an estimate of what it will be post-retirement.

Make sure to include things like insurance and medical costs in this phase. Healthcare is often one of the biggest expenses as we grow older. Consider getting Medicare supplement insurance or fund a health savings account prior to retirement. Life insurance past a certain age becomes an issue of rising cost versus return. Again, talk to the experts you know and trust.

Now comes the daunting part: seeing how your estimate of income and expenses square up with each other.

Many people who do this exercise immediately recognize a significant shortfall. That’s why it’s important to do planning early on, so you can take action ahead of time.

If you’re still paying off a large mortgage or have a heavy load of credit card debt, that can siphon off a lot of discretionary income during retirement. Initiate a plan — be it for 5, 10 years or more — to eliminate or significantly lower your debt obligations.

Doing this will help crystalize your thinking, and see where your plan may need altering. Perhaps you’ll have to work a year or two longer than expected, or consider part-time work to make up the difference. You might even have to face the prospect that your retirement dreams were a little too “pie in the sky,” and require scaling back.

The point is to start this process as early as possible so you can give yourself choices ahead of time. You don’t want to wait until you’ve filed your retirement paperwork to realize you don’t have the financial security to walk out the door.

The good news is people are living longer and longer. If you’re 65 years old and in good health, it’s not unreasonable to expect to live another 15 or 20 years enjoying life after years of hard work. But the bounty of longevity also means you need to be proactive in putting your financial house in order before retirement.

In next month’s article, we’ll talk about coping with the psychological reality of stepping away from the workplace.

If you to talk to an expert about your financial portfolio in preparation for retirement, please call Nick Hopkins at (317) 608-6695 or email [email protected].

Employee Spotlight: Chris Edwards

Chris EdwardsWhen clients need advice on setting up their information-technology systems, Sponsel CPA Group has an in-house expert they can turn to. Chris Edwards joined the firm as the Information Technology Manager more than six years ago. Since then he has consulted for countless businesses, helping them with purchasing and policy.

A member of the Indiana IT Professionals organization, Chris also assists clients in maintaining their computer networks, servers, individual PCs, hardware and software needs. He also performs this same role at Sponsel, the IT architecture growing as the firm has added staff at a prodigious rate.

Born in Florida but raised in Northwest Indianapolis, Chris studied Aerospace Engineering at Purdue University before switching his major to computer technology. In his spare time, he enjoys playing all sorts of games, from board games to the latest video games.

He acquired his sense of servant-leadership from his mother, who stressed the importance of hard work and personal responsibility. He and his wife, Susan, have three daughters.

Are You a Super Boss? Do You Want to Be?

Mike BedelBy Mike Bedel, CPA, MBA, CGMA
Partner, Director of Audit & Assurance Services

Whole books and college courses have centered on the subject of what makes a GOOD LEADER. But in a business setting, you can usually identify the best bosses by looking at the people surrounding them.

A “Super Boss” aspires not just to lead the people they manage, but serve them—make them better. They seek out, hire and promote those who have an aspiration to learn more, to contribute more and to add more value to the organization. In this way, the entire triangle – manager, employee and company – obtain mutual benefit that also makes them each stronger. The whole becomes better than the sum of its parts!!!

Some people who are perceived as strong leaders do so by surrounding themselves with “yes people” or those less gifted than themselves. A Super Boss seeks out people who are smarter than they are. Then, they foster employee development so they get even better.

This falls very much in line with the model of the “servant leader” who tries to help everyone they come in contact within the organization to get what they want by helping others obtain what they want! This notion is altruistic, but there is also personal benefit in that people will naturally want to return the favor and help you get what you want.

Obviously, we won’t all get everything we want, all the time!

But the idea is that by propelling people to do better and act smarter, it will go a long way to developing a company culture that values continuous learning, experimentation and research into making the business better. This can take virtually any form, from developing a process or procedure to make or deliver something more efficiently or that helps client succeed in their own endeavors, or exceeding customer’s expectations.in an unbelievable manner.

This starts with hiring the best and brightest, something every good boss tries to do. Then take the next step and give them the maximum amount of autonomy possible within the work environment. Set limits, but encourage them to take risks — and be prepared to accept failures.

The best thing a Super Boss can do when an employee fails is to show them where they went wrong, then tell them to pick themselves up and go at it again. Simply punishing failure only teaches employees not to try new things, which means they’re not trying their best.

A poor leader often resembles a dictator, in which every decision must go through them, large or small. They take credit for everything that’s going right, and offer only blame to subordinates when things go wrong. They may wield power, but no one who works for them will feel inspired.

Creativity and dynamic thinking can only flourish in an environment where people feel nourished and empowered. And that is how they will continue to grow, professionally and personally.

Do you want to be a Super Boss? If so, strive to be humble and embolden your employees to try things — and to sometimes fail at them. Share the accolades when they come.

Most of all, understand that creating a very powerful talent pool within the organization is the most fundamental ingredient to taking your enterprise to unimaginable new levels.

Please contact Mike Bedel at (317) 613-7852 or email [email protected].

Thank you to our service men and women

U.S. Flag

As we commemorate Memorial Day later this month, we give our thanks to the men and women who have served in the military and made the ultimate sacrifice to protect our patriotic freedoms. We also are thankful to all those men and women currently serving in our military, protecting American Freedoms, including Jo-Ann Lewandowski’s son Tyler who is serving in the U.S. Army, currently stationed in Korea and scheduled to return home to the states at the end of the month. We cannot thank those unselfish servants enough!!

Goodbye to interns

With the passing of the busy tax season and the imminent arrival of summer, we must bid farewell to our 2016 college interns: Natalie Duvanenko, Alex McIntire and Christopher Sargent. We hope they have gained some practical real world experience during their time here. And the firm has certainly benefited from their hard work and dedication. Good luck on your promising futures!

Don’t take the summer off

We have nearly reached the halfway point of the year, a time when many organization leaders may be feeling a bit frazzled. We urge you not to “take the summer off” when it comes to financial planning! Now that taxes are filed, this is a prime time to examine your operations year-to-date and see how they compare to your budgets. Focus on your financial management to reap a comfortable future for the rest of 2016.

Non-operating Assets in Business Valuation

Amber HooverBy Amber Hoover, CPA/ABV
Senior Analyst, Valuation and Litigation Services

What are non-operating assets? In the context of a business valuation, the Statement on Standards for Valuation Services (SSVS) defines a non-operating asset as one not necessary to ongoing operations of the business. Thus the business entity could continue to operate without the non-operating asset (or liability).

Non-operating assets and liabilities can be especially prevalent in privately held businesses. Some examples of non-operating assets would be items owned by a business with little business purpose; for example, a condo in Florida, a boat, a recreational vehicle, etc.

These assets, while potentially permissible as a business asset in many cases, serve no essential operating purpose for the business entity from the perspective of a potential buyer. Instead they are perks for the existing business owner.

Another form of non-operating assets (or liabilities) are shareholder receivables or loans. For many small businesses capital is difficult to come by. So the business owner often funds operations from their “take” of the businesses’ profits. Managing the flow of funds in and out of a company with the tax regulations that currently exist often result in shareholder receivables and loans.

While these items may be popular in small businesses, they are typically viewed as “equity” transactions from a valuation perspective and thus excluded from the operating value of a business.

A final form of non-operating asset is the existence of “Excess” assets. Excess assets can be identified as a result of comparisons of the subject company being valued to other companies in the same industry or line of business. In situations where there is a substantial upside difference in asset category between the subject and the subject’s peers, it is arguable that the business’s performance is superior and thus has accumulated an “excess” that other businesses have not.

The excess (i.e. cash, marketable securities, etc.) is thus treated as a non-operating item because the peer group operates effectively and efficiently without such excess, and so should the subject business. The excess may also represent an accumulation of working capital far beyond what is necessary for ordinary business operations.

The business valuation process necessitates identification of non-operating assets (and liabilities). Once identified, what do you do with these items? Because these non-operating items are “owned” by the business they should be included in the value of the overall business.

However, because these items are not essential to operations they need to be isolated and removed (and any income or expense associated with them removed) from the determination of the operational value of a business. Typically, non-operating assets are an add-back to the valuation methodologies after determining the operating value of the business.

For divorce purposes, non-operating assets and liabilities related to the business owner may also be a corresponding personal asset or liability on a marital balance sheet. In many cases, the value of a non-operating item, if personal to the business owner, has an offsetting impact to the business owner’s marital estate.

For example, a company that has a shareholder receivable (company’s non-operating asset) would have as part of its overall value this shareholder receivable. For this shareholder receivable to have value, there would be an expectation of repayment by the shareholder of this personal debt. Thus the shareholder has a personal liability for the same value as the shareholder receivable (or company’s non-operating asset).

Accordingly, the proper identification and classification of non-operating assets is a critical step in the analysis of the equity value of a business. As stated above, in the case of a marital divorce, non-operating assets may add to the complexity in properly determining the value of a marital estate.

If you have any questions about non-operating assets or liabilities, please contact Amber Hoover at (317) 613-7844 or [email protected].

The Baby Boomer Challenge: Planning for Retirement

Tom SponselBy Tom Sponsel, CPA/ABV, CFF
Managing Partner

(Part 1 of 4)

In 2016 the first wave of Baby Boomers turns 70. The youngest are already in their 50s. So if they have not already taken the off-ramp to retirement, they should already be thinking seriously about it.

This article is the first in a four-part series we’re calling The Baby Boomer Challenge. It’s a mental call-to-arms for the generation that helped change the world – as well as those who came after.

A group that has been defined by passion and a thirst for exploring new things should apply that same zeal toward planning their post-career life – financially and psychologically.

Whether you’re 50 or 70, you need to start thinking about the retirement you want while you’re still working. Talk to your spouse or significant other. Seek counsel from people you trust. Tap expert advisors!  And start asking a lot of questions.

These should include:

  • When do I want to stop working? When does my spouse want me to stop?
  • Do I want to keep working, but not full-time?
  • What kind of lifestyle do I want post-retirement?
  • Where are we going to live? The same city or move elsewhere? Urban or Suburbia?
  • Do we want to downsize to a smaller place now that our homestead seems oversized?
  • If we do move, is it better to rent or buy? House or apartment?
  • What steps do I need to take to get ready for retirement?

For entrepreneurs or business owner/managers, it may well be that they don’t ever see themselves completely leaving the company. If you have good health and truly enjoy the work, there’s nothing to prevent you from continuing into your 70s or even 80s.

But maybe step away from a top leadership role. Talk with your business partners about coming in a day or two a week in a support or advisory role. You may find that your presence and experience is still a valued asset they want to retain. Can you allow yourself to participate without being “In Charge”?

If you are prepared to walk away entirely, changing where you live can help you make that mental “break” between your old life and the new – and may make good financial sense as well.

Many successful people already find themselves having a second home, whether it’s a house they own in Florida or Arizona, an apartment near children/grandkids or just a time-share in a popular vacation destination.

If that’s already the spot you go to relax and unwind, it may be the place where you should spend most of your time. If you do take the “snowbird” path of migrating with the seasons, consider whether it makes sense to maintain Indiana resident status or not.

Also consider any looming health and medical issues that may impact you or your loved ones’ lifestyle. Weigh how that might affect your retirement picture, such as needing to work longer and save more. Or, conversely, retiring early to lighten the physical and mental load.

As you’re hashing through these questions, make sure to talk to your extended family, too. Think about what you want to do in retirement – and what you don’t want to do. Some people want to travel the world. Others want to stay close to family.

Retirement is all about making choices. And the more prudent Baby Boomers invest in significant planning and they find that results in   more choices for a successful retirement.

Look for next month’s article, which will focus on the financial aspects of retirement planning.

If you need advice on preparing for retirement, please contact Tom Sponsel at (317) 608-6691 or email [email protected].

How Much ‘Parenting’ Do Your Employees Need?

Lisa PurichiaBy Lisa Purichia
Partner, Director of Entrepreneurial Services

It’s not unusual for a manager or business owner to feel like a mom or dad to their employees. After all, they are generally younger than you, less experienced, and look to you for leadership and guidance. In turn, a good supervisor enjoys watching their workers grow professionally, build new skills, and acquire new capabilities and responsibilities.

So how much “parenting” should you provide to your employees when it comes to managing their own benefits and finances?

Many business owners feel justifiably proud of the benefits package they provide workers. Some feel that merely offering them should be the extent of their effort. But for younger employees, especially those just out of school, it might be wise to coach them to take better advantage of these benefits.

A surprising percentage of people in their 20s and even 30s do not participate in their company’s 401k program. They don’t fully grasp the idea of compounding interest or the automatic rate of return on an employer’s matching contribution — seeing any deduction on their paycheck as withering their ability to pay for their current “wants” after the living expenses, student loans, car payments, etc.

Not to mention their disposable income that can be applied to relaxing and partying. (C’mon, you remember your own 20s, right?)

When you first hire a new employee of any age, make sure to explain the benefits package and encourage them to participate. If you have current employees who have not yet signed up, sit them down for a friendly conversation.

Make them understand that any company match on a retirement plan is essentially “free money” that they’d be crazy to turn down. Tell them the sooner they start saving for their “someday,” the less they’ll have to contribute when they’re in their 40s and 50s.

It can be hard for someone who’s 23 to visualize being 53, so use personal experience and anecdotes (if you feel comfortable doing so) to illustrate potential missed opportunities for long term financial security.

Over time these employees will transition into homeowners, married couples and parents. If they make saving a habitual practice at a young age, they will have a larger degree of financial security in their personal lives. This will also translate into a more stable workforce with less stress on the home front related to financial responsibility.

You should also consider offering financial planning counseling to your employees – either through your own expertise or that of a vendor. Teach them the basics of making a household budget and living within it, the amount of savings (“Pay yourself FIRST”) they should be setting aside, contributions to a 401k or similar retirement plan. Lay out the benefits of a Health Savings Account (HSA) and encourage them to think like a consumer when securing healthcare services.

This can also extend to non-monetary benefits that your company may offer, such as wellness programs that help pay for gym memberships and such.

Of course, not every employee will heed your advice. And you don’t want to keep offering input if an individual worker has made it clear they’re not receptive. But you may find that young professionals who look to you for wisdom in business matters may be inclined to also listen to your word about personal financial affairs.

The benefit to you the business owner is that by fostering a culture in which people feel like the company is looking out for them in the long term, you will become an employer of choice. You’ll have a better record when it comes to retention and recruitment.

This is especially true of Millennials, who have consistently shown they want to work for businesses that view them as valued individuals.

By providing encouragement and stimulus, and helping employees take full advantage of the benefits package you offer, you will find yourself with a happier, motivated workforce that is much more inclined to stay with the company.

If you need any advice about guiding your employees’ benefits decisions, please call Lisa Purichia at (317) 608-6693 or email [email protected].

Hunsinger retires

Susan HunsingerSusan Hunsinger has retired from the firm; her last day was March 31. She will be greatly missed by all, for both her devotion and professionalism as well as her, supportive presence in the office. Her duties included assisting Tom Sponsel, a role she ably filled for more than 20 years. Susan and her husband David have plans for an active retirement — traveling and we wish them both the VERY BEST!!

Strobl joins firm

We are pleased to announce that Martha Strobl has joined the Sponsel CPA Group Team, assuming the administrative support position previously occupied by retiring Susan Hunsinger. Martha will be providing direct support to Tom Sponsel, Jason Thompson and Mike Bedel and their respective departments. Martha brings a breadth of corporate experience that will hasten her transition into her new duties. We welcome her and appreciate her enthusiastic attitude to her new role within our team!

Another busy tax season done

We want to THANK our employees and THEIR FAMILIES and congratulate them on the conclusion of another successful tax season. It requires many long nights and weekends to deliver the high level of service our clients have come to expect! Their dedication to our firm and its clients is most appreciated. We would also like to thank our clients for their cooperation and patience, and for the privilege of allowing us to serve them once again. We VALUE our many long term relationships!

Sponsel named to CICF council of advisors

Tom SponselTom Sponsel, Managing Partner of the Sponsel CPA Group, has been nominated and selected for the Professional Advisor Leadership Council (PALC) of the Central Indiana Community Foundation (CICF). His three-year term began March 2016.

CICF partners with nonprofit groups, government agencies, civic leaders and philanthropic endeavors to coordinate efforts to make Central Indiana a better place to live. This extends to helping families become self-sufficient, encouraging visitors and businesses to invest here, helping young people become ready for college and beyond, bolstering the community’s intellectual capacity and making neighborhoods safer and more connected.

As a member of PALC, Sponsel will bring four decades of experience in public accounting and strategic business counseling to the table. PALC members meet regularly to discuss the area’s charitable sector and improve relationships with various professional advisors.

Sponsel has served in a number of leadership roles in professional and civic organizations over the years. This includes positions with the Catholic Community Foundation, St. Vincent Health, Perry Township Schools, the Financial Council of Archdiocese of Indianapolis, the Indiana CPA Society, charter schools and mentoring high school students.

“It is an honor to serve CICF on their professional advisor council,” Sponsel said. “Their mission is critical to the long-term health of our community, and their record of success is truly astonishing. I look forward to contributing in any way I can.”

What to Do About Leases

Mike BedelBy Mike Bedel, CPA, MBA, CGMA
Partner, Director of Audit & Assurance Services
[email protected]

Balance sheets are changing! A new update released by the Financial Accounting Standards Board (FASB) in February of this year spells out the changes resulting from a lengthy deliberation on the treatment of leases in U.S. Generally Accepted Accounting Principles (GAAP).

The main changes will be noticeable to lessees involved in an operating lease – which is probably the most common lease arrangement we see in privately held organizations. Previously these leases were disclosed in the footnotes of the financial statements. After the changes go into effect, these leases will be recognized on the balance sheets of lessees as lease assets and lease liabilities.

The recognized lease asset represents a right to use the underlying leased asset over the term of the lease, and the recognized liability represents the obligation to make lease payments under the related lease agreement. In situations where an extension of the lease agreement terms is anticipated, the extended terms will be used to recognize the related asset and liability.

For example, if you lease a vehicle under an operating lease, the new standards will require you to recognize the value of your right to use that vehicle as an asset and the present value of the lease payments as a liability.

The good news, for now, is that these changes will not take effect until 2020 for most privately held organizations (years beginning after December 15, 2019). This provides time to prepare.

One of the main areas of concern voiced by initial readers of the new standards is that this recognition of assets and liabilities will impact financial ratios often used to manage debt covenants. By recognizing assets and liabilities that were not on the balance sheet before, the equity section of the balance sheet seems to shrink proportionally.

Now is a good time to investigate and start discussions with your trusted advisors about the impact this standard could have on any debt covenants you have with a bank or other financing institution.

The tracking of operating leases has traditionally been fairly simple. Monthly payments were made and recorded to expense. With the new standards, however, the asset will need to be adjusted with each payment and maintained more similarly to a property and equipment schedule.

Similarly, the liability arising from the operating lease payments will need to be tracked and reduced over time. For an organization with one or two leases, this will still be relatively easy. However, if your business model relies on a larger quantity of leases, this may require the purchase of additional software to track the lease assets and liabilities.

Many organizations will also want to take this opportunity to reevaluate the completeness of their list of operating leases. Where a missed lease in the past was difficult to identify, the missing asset and liability may be more impactful on the updated balance sheet under the new rules.

Finally, organizations will need to make a determination about when to implement the new lease standards. The FASB will allow early adoption of the leasing standards, but full compliance is required by 2020.

We will be sharing more technical implementation ideas about the changes in lease standards in the future. If you have any questions, please contact Mike Bedel at (317) 613-7852 or email [email protected].

Estate Planning: Is It Really Necessary?

Nick HopkinsBy Nick Hopkins, CPA, CFP®
Partner, Director of Tax Services

Changes in Estate Tax law at the Federal level and the elimination of inheritance taxes in Indiana have significantly increased the threshold at which “death” taxes are incurred. A few years ago Congress amended the IRS code so no estate tax is due on estates with a value under $5.45 million (2016 amount) for individuals, or $10.9 million (2016 amount) for married couples. And the Indiana Legislature completely eliminated state inheritance tax.

This was good news for critics of estate taxes, which they have dubbed “the death tax,” since it incurs when there is a death in the family. Now, more accumulated wealth can be passed down from generation to generation without the state or federal government claiming a large slice of the pie.

One downside, however, is that it has led people to believe it’s no longer as necessary to plan their financial future as it once was. But experts agree that estate planning is still critical if you want to ensure the accumulated assets you worked so hard to acquire are distributed according to your wishes after you’re gone.

We recommend that you have a professional review of your estate plan every two to three years, by both your trusted financial advisors and an attorney who specializes in estate, elder care and family planning matters. Circumstances do change over time, and your plan must reflect those changes.

Factors to be considered include the role of a trust, the appointment of a trustee and any designated successor trustees, the guardianship of any minor children and philanthropic wishes. If you don’t already have an estate plan in place, it’s never too early to start thinking about the choices you want to make.

If you have a plan in place, but haven’t revisited it in a while, you may find that some of your previous decisions have been superseded by developments since you originally established your plan. A designated trustee may no longer be your preferred choice. Or a favorite charity has been beset by internal turmoil. Meanwhile, another nonprofit organization may have a higher priority of need.

Change is the natural progression in any family: minor children grow up to be adults, adults get married, divorced, remarried or remain single, have children of their own or choose to remain childless. This may spur a reordering of your beneficiaries, such as including grandchildren who hadn’t been born when the estate plan was first created or grandchildren that come along with the second marriage of a son or daughter.

Every family dynamic is different, so your estate plan should evolve as the people you love change and adapt.

As CPAs we know that the road is littered with individuals who didn’t properly plan their estate. It can be heartbreaking to watch a family’s harmony damaged due to the administration of a poorly planned estate. This sort of discord can often be avoided through proper planning and communication.

When you’ve worked so hard all your life and succeeded in accumulating even a modest amount of wealth, it’s difficult to think about upsetting people you love after you’re gone due to estate planning that doesn’t reflect your wishes at the time of your passing. The legacy of most parents is that family harmony persists and survives their lifetime.

In addition to beneficiaries, estate planning should also include preparation for healthcare challenges that an individual may encounter during their life. When talking to your advisors, make sure to discuss tools like a living will, a designated healthcare representative, and a power of attorney. Know who you want to speak on your behalf in case you are injured or ill and are not able to do so yourself.

While you’re thinking about these issues, you may want to consider including your loved ones in the discussion. We know these may be painful conversations to have, but it’s much preferable than having your family face internal strife after you’re gone or incapacitated.

A lot of people will not have a taxable estate due to the higher limits, but it’s still important to have an estate plan in place, and update it as needed. It’s comforting to know your wealth will be preserved and distributed in the manner you want (rather than by government edict) so that your legacy carries on based on your preferred wishes.

If you need advice on estate planning or any other personal financial issue, please call Nick Hopkins, Director of our Tax Services at (317) 608-6695 or email [email protected].

Employee Spotlight: Tina Kelly

Tina KellyTina Kelly has been with Sponsel CPA Group since the firm’s inception. A Manager in the Entrepreneurial Services department, she is a QuickBooks Certified Pro Advisor whose duties include installation, training and setup of QuickBooks for clients across a broad spectrum of industries. She also provides bookkeeping and Controller on loan services, payroll tax return processing, Family Office Services, accounting software conversions and review/analysis of financial statements.

An Indianapolis native, Tina moved to Pennsylvania in the 1st grade and spent much of her early life there, returning to her hometown in 1986 with Bob, her husband of 35 years. They have two daughters and three grandchildren with whom they love spending time. Her passions include camping, reading and following NASCAR.

Do I Want My Business to Become a Family Business?

Tom SponselBy Tom Sponsel, CPA/ABV, CFF
Managing Partner

First generation business owners are by their nature “can-do” people who focus like a laser on establishing and growing their company. Often they came up with a new idea for a product or service that beats the marketplace. They bootstrapped through the lean early years, and after much hard work and perseverance reach a level of success they are comfortable with.

By the time they’re in their middle-age years, business owners may have children of their own, perhaps already in high school or even college. But because they’re so involved in the day-to-day management of the company, they have never really asked the question: Do I want my business to become a family business?

It is possible they have just assumed their children will want to carry on the leadership of the company after they retire. Or the kids have expressed interest in other fields and endeavors, so they believe they don’t want to take over someday. Either assumption can be wrong, so the solution is: ask the question!

Have a purposeful and deliberate talk with your children at an early age – while they’re in college, or even still in their teens. You may be surprised how much thought your child has already given to an issue that has largely gone unspoken.

Talk about how they see their future, what they want to study, the things they want to accomplish. Ask the forthright question: Do you see yourself having a role with the company? Is it something they’d like to at least explore before they decide on another path?

If there is an interest, set up a specific strategy to give them a role in the business, prepare for the possibility of passing on the mantle of leadership someday. Give them a well-defined role with set duties and responsibilities, and see how they respond in the workplace. Set a defined timeline to get together and review their progress.

Ask them how they like the work. Tell them to give you an honest answer. One of the hardest questions a parent can ask a son or daughter is if they genuinely enjoy working in the same enterprise as Mom or Dad. Kids are naturally reluctant to tell their parents if their life’s work may appear as “boring” to the younger generation. Inquire as to their personal vision for their chosen vocation – what attributes are most important to them.

Taking over an enterprise should be the child’s personal choice, not an obligation they come to resent. So think about bringing in a trusted advisor to facilitate the discussion in analyzing the possibilities.

If after some time, the children do express a desire to eventually run the company, come up with a plan to guide them into a leadership role. Set a desired timeline for them moving up the chain and transitioning the levers of power. As problems or conflicts arrive, deal with them head-on through communication.

Look at this as a sequence of phases of additional responsibilities, well defined and understood up front.

One piece of advice: During the workday, try to treat each other as respected co-workers rather than parent and child. This will help them grow in their professional capacities by requiring them to meet the obligations you would expect of any other employee. It’s highly advisable for their direct supervisor to be someone other than yourself.

And their regard among other employees will swell as they realize the child is not being coddled as the “boss’ kid.” It will already be self-evident to your workforce since you probably share the same last name!

The opposite goes for nights and weekends: When you’re off the clock, be a family and enjoy your leisure time together. Leave the shop talk at work.

But first, start the conversation with your kids. I have personally seen the anguish that can occur when parent and child make erroneous assumptions about what the other wants. Such as a successful businessman with a daughter whom he thought wanted nothing to do with the company he built.

When he sold the business, he learned the hard way she had been waiting for him to approach her about joining him — while he made other plans because she hadn’t directly expressed an interest. As she so succinctly, sweetly stated, “But Dad, you never asked me!”

Whether your kids choose to follow in your footsteps or find their own path in life, talk to them early so you can each set the right direction for a successful and happy journey — not only for your business, but also for your family relationships.

If you would like assistance in considering passing on a family business, please contact Tom Sponsel at (317) 608-6691 or email [email protected].

How Marketability Affects Valuation

Amber HooverBy Amber Hoover, CPA/ABV
Senior Analyst, Valuation and Litigation Services
[email protected]

What is a Discount for Lack of Marketability (DLOM)?

According to the International Glossary of Business Valuation Terms, Marketability is the ability to quickly convert property to cash at minimal cost. If an ownership interest lacks that ability, a DLOM is the amount or percentage deducted from the value to reflect the relative absence of marketability.

Depending on what valuation method is used, a DLOM can be critical to assigning a value to a company or asset.

In valuing a privately held ownership interest (either partial equity interest or 100% equity interest) the adjustment to the value of the private enterprise to reflect its estimated marketability must consider many factors and there are no “rules of thumb.” It takes the experience of the valuation analyst, along with supporting specific analysis of the pertinent data, to apply professional judgement in estimating the appropriate marketability of the subject interest valued.

The Internal Revenue Service (IRS) uses a Job Aid in applying DLOM to valuation analysis. Given two identical business interests, an investor will pay a higher price for a business that could be converted to cash quicker. Alternately, that investor will pay a lower price for a business that cannot be converted to cash quickly without the risk of loss in value.

How can DLOM be determined?

Using the IRS Job Aid as a guide, the following factors influence a property’s marketability:

  • Value of subject corporation’s privately traded securities vs. its publicly traded securities
  • Dividend-paying (or distribution) ability and history
  • Dividend yield
  • Attractiveness of subject business
  • Attractiveness of subject industry
  • Prospects for a sale or public offering of the company
  • Number of identifiable buyers
  • Attributes of controlling shareholder, if any
  • Availability of access to information or reliability of that information
  • Management
  • Earnings levels
  • Revenue levels
  • Book to market value ratios
  • Information requirements
  • Ownership concentration effects
  • Financial condition
  • Percent of shares held by insiders
  • Percent of shares held by institutions
  • Percent of independent directors
  • Listing on a major exchange
  • Active vs. passive investors
  • Registration costs
  • Availability of hedging opportunities
  • Market capitalization rank
  • Business risk
  • Subject Interest Factors
  • Restrictive transfer provisions
  • Length of the restriction period
  • Length of expected holding period
  • Offering size as a percentage of total shares outstanding
  • Registered vs. unregistered
  • General economic conditions
  • Prevailing stock market conditions
  • Volatility of stock

There are studies and methods that have been developed to help valuation analysts determine DLOM. These include the Benchmark Method, the Quantitative Marketability Discount Model, The Pre-IPO Approach, Hedging Models, Comparative Analysis with Restricted Stock Approach, the Bajaj Method, the Burns Method and the FMV Method.

Ultimately, after assessing the marketability factors and whatever valuation method the analyst employs, determining DLOM can still be a judgment call that requires the keen eye of an expert. Calculating DLOM incorrectly can lead to great variations in the potential sale price of a business or other property.

If you have further questions about DLOM or any other valuation issue, please contact Amber Hoover at (317) 613-7844 or [email protected].

Is Your Company Strategically Organized?

Eric WoodruffBy Eric Woodruff, CPA
Manager, Audit & Assurance Services

Your company is constantly changing and evolving, whether you are aware of it or not. The question is, are you adapting how your team is organized from a strategic standpoint?

Most businesses run on a day-to-day basis with roles and responsibilities that are changing over time – or just happen by accident. Often the owner or owners take on particular spheres of responsibility simply because it’s what they’re good at or enjoy doing. But is that really the best use of their skills and talents to further the company’s progress?

You need to ask questions like what are the primary revenue drivers for the business, who is responsible for regular operations, who oversees strategic planning and vision, and who are the employees with the most significant roles to play. This means taking the time to analyze your company to see if it’s organized in a strategic fashion that aligns with your ability to deliver on your overall goals.

The first step is obvious: do you even have an org chart? If not, now is the time to lay one out and see if it makes sense. In some cases, a specific role or title does not even represent what that person is actually responsible for on a day-to-day basis.

Look at all of your key managers and see if their areas of responsibility are a good match with their specific background and discipline – sales, engineering, manufacturing, marketing, etc. Quite often as the workplace duties evolve and people leave, you’ll find that you have someone overseeing a department for which they have little experience or passion.

Those “temporary” fixes have a way of enduring, and eventually you’ll discover parts of your operation are sagging. For example, sales and marketing are two areas that often are believed to be synonymous, but the disciplines are quite different in practice and require different skills to be successful.

Next, look further down the hierarchy and ask if every employee understands their own role in the organization, no matter how minor. It’s critical to any company’s success that everyone grasps how their role and duties contribute to the overall mission. Every team member is a link in the chain to delivering a quality product or service to customers.

At Sponsel CPA Group, we advise our clients to take a fresh look at their organization every two years or so and ask, “Is this how I want my company to run?” Just that simple question can open up all sorts of areas for analysis.

It’s more than just a matter of having ‘the right people on the bus,’ but making sure the right people are performing the appropriate role for their skills within the company.

You may well find that you have the right people serving in the wrong role. Or that the staff is “skill bankrupt” – no one has the proper skills in a particular area, so new blood is needed. This can often manifest in a business that is rapidly growing.

Our experience has shown that sometimes you may take a poor performing employee and find that they have been placed in a job they are poorly suited for; but by analyzing their personal skillset, you may find a position that the “non- performer” thrives at and they become a solid contributor in a position better suited for their skillset and talents.

Often people will outgrow a role, but sometimes a role outgrows the person you have in place. This doesn’t necessarily reflect badly on them, but most employees are loathe going to the boss and saying they feel like they’re in over their head.

We all like to think every employee will grow their skillset as the company expands, but often people reach a plateau in a particular area. Change becomes necessary to reach that next level.

Another thing to consider in organizing your team is the employees’ own comfort level and ambitions. By asking the right questions, you may find that one of your best workers is eager to take on new responsibilities – or that the person you’ve been eyeing for a new position likes where they are and the thought of additional duties would be a “de-motivator” to them personally.

Hopefully you have the right vision for your company and a strategic plan on how to get there. Now it’s time to see if you’re organized in the right way to help it come to fruition.

If you need advice on how to organize your operation to maximize efficiency, please call Eric Woodruff at (317) 613-7850 or email [email protected].

Employee Spotlight: Katie Brocklehurst

Katie Brocklehurst-oldKatie Brocklehurst has been with Sponsel CPA Group since its inception, and her working relationship with some of the partners goes back even further. Born a Bluegrass girl but raised a Hoosier, she attended Northwest High School in Indianapolis. Katie and her husband, David, have been married 42 years and are proud parents and grandparents. She enjoys spending as much of her free time as she can with her grandkids, Silas and Maren.

Katie serves as Administrative Assistant for both the Entrepreneurial Services and Audit & Assurance Services departments, assisting partners Lisa Purichia and Mike Bedel, as well as their teams of accountants, in a large variety of roles. She’s known for projecting a friendly, professional attitude to everyone she meets in or out of the office.

Changes Coming for Indiana Property Taxes

Denise GatesBy Denise Gates, CPA
Manager, Tax Services

Last year the Indiana Legislature and Gov. Mike Pence made changes to the Indiana laws for personal property taxes. This resulted in some new requirements and opportunities for Hoosier taxpayers. Here’s what you need to know to prepare for the 2016 filing season.

New Assessment Date

Indiana has historically had a March 1st assessment date for Tangible Personal Property. However, beginning in 2016, the assessment date will change to January 1st. So for this tax cycle assets will be reported from March 2, 2015 to January 1, 2016. The filing due date remains the same, May 15th.

Exemption for Businesses with Less than $20,000 in Assets

Beginning in 2016, companies will be exempt from paying personal property tax in an Indiana county in which the company has less than $20,000 of total asset costs. An annual certificate of exemption must be filed with the appropriate Indiana county by May 15, 2016 and will replace the filing requirement of Form 103 and 104. This certificate of exemption is required to be filed annually and also must be notarized. Each county may adopt a local service fee of up to $50 for each taxpayer that files an annual certification with the County Assessor.

Duplicate Filing Requirement Removed for Property Values more than $150,000

Beginning January 1, 2016, taxpayers will no longer be required to file personal property tax forms in duplicate if the assessed value is greater than $150,000. Prior to 2016, if a business had an assessed value greater than $150,000, then the business was required to file Forms 103 and 104 in duplicate with the County Assessor’s office.

Filing Single Returns for Multiple Locations

Taxpayers with personal property in more than one township in the same county must now file a single tax return with the County Assessor and attach a schedule listing (by township) of all the taxpayer’s personal property and its assessed value.

Exemption Applications for Non-Profit Organizations Due April 1st

Certain nonprofit organizations file Form 136, Application for Property Tax Exemption, to exempt property from taxation. In prior years, this form was due on or before May 15th, and starting in 2016 must be filed by April 1st.

Enhanced Abatement on Qualifying Property

Enhanced abatements, sometimes called a super abatement, can now be granted for up to 20 years, up from the previous maximum of 10 years.

If you have any questions about the changes in Indiana personal property taxes, please call Denise Gates at (317) 613-7867 or email [email protected].

“Busy Season” — Bring it ON!

This is the time of year when most of America is getting excited about the upcoming NCAA Basketball Tournament and all the hype and fun that comes with it. It is also historically the “crunch time” for CPAs assisting clients with tax returns and financial reporting. Here at Sponsel CPA Group we are well-prepared for this annual challenge with a staff that truly enjoys serving our clients and providing solutions to them.

Sometimes, clients and referral sources believe they should not “bother” us during this period with questions, problems or other requests for assistance. In fact, we welcome opportunities to help those with needs. We are passionate about delivering the solutions they are seeking, during March or any time of year. So please do not hesitate to call upon us 24/7 if we can help in any way.

Hoge joins Sponsel CPA Group

Brandon_Hoge_smallSponsel CPA Group has hired Brandon Hoge as a Staff accountant in its Audit & Assurance Services department. He started work in January.

Hoge previously served with the company as an intern. His duties will include audits of manufacturing and construction clients, as well as not-for-profit organizations. He will also work on reviews, compilations, and agreed upon procedures. Hoge earned a bachelor’s degree in financial planning from Purdue University and a Master’s in accounting from IUPUI.

“Brandon is an outstanding young accountant whose diligence impressed us during his internship. It was an easy decision to bring him onto the staff,” said Mike Bedel, Partner and Director of Audit & Assurance Services. “We are continuing to expand our team and the array of services we can offer to our valued clients.”

Financial Reporting Frequency – What’s Right for You?

Mike BedelBy Mike Bedel, CPA, MBA, CGMA
Partner, Director of Audit & Assurance Services

Professionals who value and proactively manage their time have learned to manage the non-stop flow of e-mails by only checking their inbox at set intervals throughout the day. The idea of only checking in at regular times helps professionals focus on the task at hand while allowing them to still respond to important e-mails in a timely fashion.

Financial reporting is not so different.

Most successful business owners have established a frequency to review their financial reporting. For many businesses, this takes place on a monthly basis. However, there are some circumstances where it may be valuable to increase or decrease the frequency of financial reporting.

Some companies – especially in the retail sector – have been reporting on an increased frequency for some time. Established franchises with daily financial reporting systems are able to generate a profit and loss statement for each day of the week. These systems usually involve a point-of-sale system that captures detailed information and typically is found in a cash basis business-to-consumer setting.

(In fact, many retail companies don’t use calendar months for financial reporting at all – they rely on a financial calendar that consists of 13 four-week periods, usually starting on a Monday and ending on a Sunday, so as to prevent distortion from the number of days or weekends in a calendar month).

In other business models, though, daily or weekly financial reporting doesn’t make sense. For example, a contractor who bills clients at the end of each month for progress on a project will see no change to their revenue reported until those monthly invoices are submitted. Running weekly or daily financial reports will not provide a clear picture of progress and only prove to be a waste of paper and/or storage space.

Similarly, an organization that utilizes an outside payroll provider to generate bi-weekly or semi-monthly payroll may not see those personnel costs recorded to their accounting system until each payroll comes through if their time reporting system is not directly linked to their financial reporting system. Running daily or weekly financial reports will not reflect the changing payroll costs until it is entered on or around payday.

The progression of some accounting software packages offers the opportunity for real-time reporting, which may seem enticing. Financial professionals and business owners need to weigh the value and benefit of increased frequency in reporting against the cost and time incurred to produce and consume those reports.

For a smaller population of organizations, the argument can be made that monthly financial reporting is too frequent. Certain real estate development or rental entities may find that their business process runs smoothly month to month and that quarterly financial reporting is sufficient – especially if their business is founded in long-term contracts and cash collection is not a pressing concern.

As you begin your financial reporting in 2016, consider the frequency of your financial reporting and ask yourself whether it needs to be adjusted. If you’d like some assistance with that decision, please contact Mike Bedel at (317) 613-7852 or email [email protected].

 

ACA Reporting and Extended Due Dates

Lisa PurichiaBy Lisa Purichia
Partner, Director of Entrepreneurial Services

At the end of 2015, the IRS and U.S. Treasury Department issued extensions on the due dates for Form 1095 reporting, which requires employers to furnish statements to employees on their healthcare plan coverage.

This is a provision of the Patient Protection and Affordable Care Act (ACA), also known as Obamacare, that goes into effect for the first time in 2016. Employers are required to provide the form to employees in written form by a date certain, and also file this form with the IRS, either electronically or hardcopy.

This applies to all employers with 50 or more full-time (or equivalent) employees during calendar year 2015, or are members of a controlled or affiliated service group that collectively has at least 50 full-time employees. It also applies to any size company that offers employer-sponsored self-insured coverage.

Because this is the first year they’re mandated to file, many businesses may not be aware of their reporting obligations, which are complex and may be confusing.

The deadline for providing form 1095-B or Form 1095-C to employees has been moved from Feb. 1 to March 31. For businesses filing electronically – either Form 1095-B, 1095-C, 1094-B or 1094-C — the deadline has been delayed from March 31 until June 30. For those businesses not filing electronically, the new deadline is May 31 (from Feb. 29).

The extended due dates could make it difficult for employees who may not receive the information in time to file their individual returns. The IRS is providing relief to these taxpayers by eliminating any requirement that they file amended returns, if they receive their Form 1095 after they have filed their own return. They should still retain the statement with their tax information.

As a result of these extensions for information returns, the normal provisions for requesting extended due dates for these forms will not apply. If an employer cannot meet the extended due dates, the IRS encourages them to file the returns anyway, and will take into account any reasonable attempts to comply — in determining whether to abate penalties.

Due to the complexity of these new requirements and the adjusted due dates, employers should be aware of their responsibilities under ACA so they are not subjected to any fines that could have easily been avoided. The IRS forms should only be prepared by someone knowledgeable with compliance and reporting aspects of the ACA requirements.

If your company would like help with filing Form 1095 or any other ACA compliance issue, please call Lisa Purichia at (317) 608-6693 or email [email protected] and I will refer you to professional resources who will be able to assist you.

Start 2016 Right with Proper Budgeting

Mike BedelBy Mike Bedel, CPA, MBA, CGMA
Partner, Director of Audit & Assurance Services

Hopefully you all have enjoyed a healthy and happy holiday season, and are ready to attack the challenges of the New Year with gusto. If you’re a business owner or manager, you’re busy looking over your numbers for how well the company did in 2015. Now is also the time to set your goals for 2016.

Just as many individuals form New Year’s resolutions to improve something about their personal lives, businesses need a plan in order to improve and reach their goals. For a business this plan usually takes the form of a budget.

Large companies are usually required to do detailed advance planning, but it often doesn’t happen for smaller businesses. Don’t make the mistake of becoming so engrossed in the daily operation of the enterprise that you fail to think further ahead.

The budgeting process is a key way to jump-start your strategic thinking.

At its most basic level, a budget is a simple comparison of the upcoming year to the prior year. If everything goes as planned, then the results should be similar. If you begin with the prior year as the starting point, you can then modify its actual results for things you know will change in the coming year.

One important benefit of budgeting is the potential to predict cash flow patterns for the coming year. By building a balance sheet with a budgeted income statement, a business owner can estimate how cash may be generated and used over the course of the year. This exercise can be very helpful in planning for capital expenditure needs and debt service obligations that should be part of the budget but do not manifest themselves in an income statement. It will also assist in maintaining compliance with bank debt loan covenants or identifying metrics that may require modification.

As you’re taking a hard look at the numbers, this can help open other areas of the operation to examination, such as human resources. If you don’t already have a system in place for performance evaluations, implement one as soon as possible. This can help you ascertain if you have the right people in the right positions.

This should be a collaborative process of constructive criticism, highlighting each employee’s strengths and needed areas of improvement. Set goals for them for 2016 and, wherever possible, tie that to critical metrics in your budget. Help them understand how their role fits into the overall team’s success.

Talk to your most important vendors and clients and ask them to give you feedback on how well you’re doing, where the business relationship needs development and any untouched opportunities. This could help you improve aspects of the operation that you didn’t know were lagging, or open up new possibilities for revenue and growth.

While going through the internal issues, don’t neglect to take a macro view as well. Compare your business’ performance to that of competitors, and against industry averages in the state, region and even nationally. This can help you spot weak areas that aren’t immediately apparent before they become major headaches.

Start 2016 with renewed vigor and dedication to the planning and budgeting process, and you’ll reap the benefits all year long.

If you need help getting your budgeting process into the next gear, please contact Mike Bedel at (317) 613-7852 or email [email protected].

Employee spotlight: Amber Hoover

Amber HooverAs a Valuation Analyst in the Valuation and Litigation department, Amber Hoover has been with Sponsel CPA Group since its founding. Her primary duties involve the valuation of privately held businesses, including partial ownership and intangible assets. She also specializes in forensic accounting and fraud investigations, economic damage analysis and lost profit analysis.

A CPA and ABV (Accredited in Business Valuation), Amber is a member of the American Institute of Certified Public Accountants (AICPA) and the Indiana CPA Society (INCPAS).

Amber graduated from the Indiana University Kelley School of Business in Indianapolis. She grew up in Pendleton, Ind., and married Andy Hoover in October 2011. The couple enjoys traveling as much as their busy careers allow.

Amber also spends her spare time volunteering for Food Rescue, a not-for-profit organization that gathers useable leftover food from local restaurants and distributing it to those in need through partnerships with local food pantries. Amber serves on the board of directors and as the group’s treasurer.

Sharpen Your Saw

Nick HopkinsBy Nick Hopkins
Partner and Director of Tax Services

In Steve Covey’s seminal business book “7 Habits of Highly Effective People,” there is a chapter about “sharpening your saw.” It tells of a lumberjack who is trying to cut down a large tree, and not making much progress because the dull saw is ineffective. Someone suggests to him that he should stop and sharpen the blade to expedite his task, but he believes the time lost stopping to sharpen the blade will prevent him from completing the task in a timely manner.

Unfortunately, a lot of business leaders reflect the beliefs of that short-sighted lumberjack.

They spend too little time in their own professional development: learning new skills, new approaches, new technologies or analyzing the changing trends in their respective industry. They immerse themselves in their day-to-day operations, dealing with work-day problems and challenges without ever stopping to evaluate the situation and investigate a possible improved process or procedure.

Remember the definition of insanity: doing the same failed task over and over, but expecting a different result!

As a leader of your enterprise or organization, how much personal improvement time do you budget for yourself and your top managers each year? How many dollars did you allocate to improve your personal skills or for your management team to attend outside educational resources?

As Indiana CPAs, we are required to attend a minimum of 120 hours of continuing professional education every three years in order to maintain our licenses. What do you require of yourself and staff to maintain their competence? Their skills? Their value to your business?

Our business environments exist in a sea of constant change, which will only grow more uncertain in the future. We must commit our organization to a strategy of continuous learning and improvement, and imbed the concept of adapting to our changing industries as a critical requisite component to the success of our operations.

There is a cliché that states: If you are not growing … you are dying! As leaders, we must pledge ourselves and our organizations to self-improvement, adapting to changing environments and, most importantly, enhancing our human capital – our most critical asset.

I would challenge you to look back over the past year and see if you can list five or more actions where you attempted a new approach, attended a class or broadened your insights into your company. If you can’t … ask yourself: are you any different than the short-sighted lumberjack?

Growth is not always measured in revenue dollars, but rather growth in capabilities, growth in talent, growth in the frequency of trying new approaches, products or services. Invest in YOUR Human Capital! If you do that effectively, the growth in revenue dollars and net income will come naturally.

So, as a leader, whether that be your company, your department or your personal efforts – commit yourself to learning by budgeting for it and planning to make it happen. Don’t procrastinate! Your FUTURE depends on it!!

If you need advice on how to sharpen your company’s saw, please call Nick Hopkins at (317) 608-6695 or email [email protected].

Hoge joins audit staff

HogeBrandon Hoge has joined the firm as a Staff accountant in the Audit & Assurance Services (A&A) department. His name and face may be familiar as he previously served as one of our college interns. A native of Carmel, he has a bachelor’s degree in financial planning from Purdue University and a Master’s in accounting from IUPUI. His duties will include audits of manufacturing and construction clients, as well as not-for-profit organizations. He will also work on reviews, compilations, and agreed upon procedures. Our A&A services team are excited about Brandon joining our permanent audit staff.

2016 interns arrive

McIntire
McIntire
Duvanenko
Duvanenko
Sargent
Sargent

Sponsel CPA Group is pleased to welcome three new college interns, all of whom began Jan. 11 – just in time for the start of the busy tax season! Natalie Duvanenko works in the Tax Services group. She graduated from IU Bloomington and is now in graduate school at IUPUI studying accounting, where she is an active member of the Graduate Accounting Student Board (GASB). Alex McIntire serves with both the Tax and Audit & Assurance Services teams, assisting with audits, tax return preparation and related analyses. He is currently majoring in accounting at Ball State University. Christopher Sargent also will work for both Tax and Audit services teams. He is finishing up his undergraduate degree in accounting from Ball State, and will focus this fall on obtaining a master’s degree. Welcome all!

Extender Bill Brings Clarity to 2015 Tax Picture

Nick HopkinsWith just a few days left before 2016, Congress has finally brought clarity to this year’s tax picture with the passage of the “Protecting Americans from Tax Hikes Act of 2015,” or PATH. President Obama signed the Act into law on December 18th.

Below are some of the key provisions. For a detailed section-by-section summary of the PATH Act of 2015, please visit our blog.
  • The enhanced child tax credit is made permanent.
  • The enhanced American Opportunity tax credit is made permanent. Beginning in 2016, taxpayers claiming this credit must report the EIN of the education institution to which tuition payments were made.
  • The $250 teacher supply deduction is made permanent.
  • The enhanced earned income tax credit is made permanent.
  • The option to claim an itemized deduction for state and local general sales tax in lieu of an itemized deduction for state and local income taxes is permanently extended.
  • Tax-free distributions from individual retirement plans for charitable purposes is permanently extended.
  • The research and development tax credit is permanently extended. Additionally, beginning in 2016 eligible small businesses ($50 million or less in gross receipts) may claim the credit against alternative minimum tax (AMT) liability, and the credit can be utilized by certain small businesses against the employer’s payroll tax liability.
  • The 15-year straight-line cost recovery for qualified leasehold, restaurant and retail buildings and improvements is permanently extended.
  • The provision permanently extends the Section 179 small business expensing limitation of $500,000 and phase-out amounts of $2,000,000 (expensing limitation and phase-out amounts are indexed for inflation after 2016).
  • The Section 179 rules that allow expensing for computer software and qualified real property are permanently extended. The provision further modifies the expensing limitation with respect to qualified real property by eliminating the $250,000 cap beginning in 2016.
  • The exclusion of 100 percent of gain on certain small business stock is permanently extended.
  • The rule reducing to five years (rather than 10 years) the period for which an S corporation must hold its assets following conversion from a C corporation to avoid the tax on built-in gains is permanently extended.
  • The Act authorizes the allocation of $3.5 billion of new markets tax credits for each year from 2015 through 2019.
  • The work opportunity tax credit is extended through 2019.
  • Bonus depreciation is extended for property acquired and placed in service during 2015 through 2019. The bonus depreciation percentage is 50 percent for property placed in service during 2015, 2016, and 2017 and phases down, with 40 percent in 2018, and 30 percent in 2019.
  • The provision extends through 2016 the treatment of qualified mortgage insurance premiums as interest for purposes of the mortgage interest deduction.
  • The above-the-line deduction for qualified tuition and related expenses for higher education is extended through 2016.
  • The provision provides for a two-year moratorium on the 2.3% excise tax imposed on the sale of medical devices. The tax will not apply to sales during calendar years 2016 and 2017.
  • The credit for purchases of nonbusiness energy property is extended through 2016.
  • The credit for alternative fuel vehicle refueling property is extended through 2016.
  • The energy efficient commercial buildings deduction is extended through 2016.
  • The 50 cents per gallon alternative fuel tax credit and alternative fuel mixture tax credit is extended through 2016.
  • The credit for purchases of new qualified fuel cell motor vehicles is extended through 2016. The provision allows a credit of between $4,000 and $40,000 depending on the weight of the vehicle for the purchase of such vehicles.
In addition to the PATH Act of 2015, the President also signed into law the 2016 Consolidated Appropriations Act on December 18th. This Act also contained a number of tax provisions of which a few are highlighted below:
  • The 40% excise tax (also known as the “Cadillac tax”) was scheduled to apply to high cost employer sponsored health plans for tax years beginning after December 31, 2017. The Act pushes back the effective date of the Cadillac tax by two years, such that it is now scheduled to go into effect for tax years beginning after December 31, 2019. The Act also removes the Cadillac tax from the list of nondeductible taxes and will now be allowed as a deduction against income tax.
  • The Act extends the solar energy credit for which a taxpayer can claim a credit equal to 30% of the basis of eligible solar energy property placed in service during the year. The credit was set to expire for periods beginning after Dec. 31, 2016. The Act extends and modifies the credit to apply to solar energy property, the construction of which begins before Jan. 1, 2022. The Act also adds a phase-out for the solar energy credit under which the “energy percentage” on which the credit is based is gradually reduced.
If you require any assistance or advice on the tax extender bill or any other tax matter, please call Nick Hopkins at (317) 608-6695 or email [email protected].

Mileage rates decrease for 2016

Gas prices have fallen, so it’s no surprise that the IRS has announced lower optional standard mileage rates for business use of a vehicle for 2016. The new rate will be 54 cents a mile, compared with 57.5 cents/mile for 2015. This is for business use of a vehicle; driving for medical or moving purposes may be deducted at 19 cents/mile, 4 cents lower than 2015; the rate for charitable organizations is unchanged at 14 cents/mile.

Section-by-section summary of the “Protecting Americans From Tax Hikes Act of 2015” (PATH)

TITLE I – EXTENDERS

Subtitle A –Permanent Extensions

PART 1 – Tax Relief for Families and Individuals

Section 101. Enhanced child tax credit made permanent. The child tax credit (CTC) is a $1,000 credit. To the extent the CTC exceeds the taxpayer’s tax liability, the taxpayer is eligible for a refundable credit (the additional child tax credit) equal to 15 percent of earned income in excess of a threshold dollar amount (the “earned income” formula). Until 2009, the threshold dollar amount was $10,000 indexed for inflation from 2001 (which would be roughly $14,000 in 2015). Since 2009, however, this threshold amount has been set at an unindexed $3,000 and is scheduled to expire at the end of 2017, returning to the $10,000 (indexed for inflation) amount. The provision permanently sets the threshold amount at an unindexed $3,000.

Section 102. Enhanced American opportunity tax credit made permanent. The Hope Scholarship Credit is a credit of $1,800 (indexed for inflation) for various tuition and related expenses for the first two years of post-secondary education. It phases out for AGI starting at $48,000 (if single) and $96,000 (if married filing jointly) – these amounts are also indexed for inflation. The American Opportunity Tax Credit (AOTC) takes those permanent provisions of the Hope Scholarship Credit and increases the credit to $2,500 for four years of post-secondary education, and increases the beginning of the phase-out amounts to $80,000 (single) and $160,000 (married filing jointly) for 2009 to 2017. The provision makes the AOTC permanent.

Section 103. Enhanced earned income tax credit made permanent. Low- and moderate income workers may be eligible for the earned income tax credit (EITC). For 2009 through 2017, the EITC amount has been temporarily increased for those with three (or more) children and the EITC marriage penalty has been reduced by increasing the income phase-out range by $5,000 (indexed for inflation) for those who are married and filing jointly. The provision makes these provisions permanent.

Section 104. Extension and modification of deduction for certain expenses of elementary and secondary school teachers. The provision permanently extends the above-the-line deduction (capped at $250) for the eligible expenses of elementary and secondary school teachers. Beginning in 2016, the provision also modifies the deduction to index the $250 cap to inflation and include professional development expenses.

Section 105. Extension of parity for exclusion from income for employer-provided mass transit and parking benefits. The provision permanently extends the maximum monthly exclusion amount for transit passes and van pool benefits so that these transportation benefits match the exclusion for qualified parking benefits. These fringe benefits are excluded from an employee’s wages for payroll tax purposes and from gross income for income tax purposes.

Section 106. Extension of deduction of State and local general sales taxes. The provision permanently extends the option to claim an itemized deduction for State and local general sales taxes in lieu of an itemized deduction for State and local income taxes. The taxpayer may either deduct the actual amount of sales tax paid in the tax year, or alternatively, deduct an amount prescribed by the Internal Revenue Service (IRS).

PART 2 – Incentives for Charitable Giving Section 111. Extension and modification of special rule for contributions of capital gain real property made for conservation purposes. The provision permanently extends the charitable deduction for contributions of real property for conservation purposes. The provision also permanently extends the enhanced deduction for certain individual and corporate farmers and ranchers. The provision modifies the deduction beginning in 2016 to permit Alaska Native Corporations to deduct donations of conservation easements up to 100 percent of taxable income.

Section 112. Extension of tax-free distributions from individual retirement plans for charitable purposes. The provision permanently extends the ability of individuals at least 70½ years of age to exclude from gross income qualified charitable distributions from Individual Retirement Accounts (IRAs). The exclusion may not exceed $100,000 per taxpayer in any tax year.

Section 113. Extension and modification of charitable deduction for contributions of food inventory. The provision permanently extends the enhanced deduction for charitable contributions of inventory of apparently wholesome food for non-corporate business taxpayers. The provision modifies the deduction beginning in 2016 by increasing the limitation on deductible contributions of food inventory from 10 percent to 15 percent of the taxpayer’s AGI (15 percent of taxable income (as modified by the provision) in the case of a C corporation) per year. The provision also modifies the deduction to provide special rules for valuing food inventory.

Section 114. Extension of modification of tax treatment of certain payments to controlling exempt organizations. The provision permanently extends the modification of the tax treatment of certain payments by a controlled entity to an exempt organization.

Section 115. Extension of basis adjustment to stock of S corporations making charitable contributions of property. The provision permanently extends the rule providing that a shareholder’s basis in the stock of an S corporation is reduced by the shareholder’s pro rata share of the adjusted basis of property contributed by the S corporation for charitable purposes.

PART 3 – Incentives for Growth, Jobs, Investment, and Innovation

Section 121. Extension and modification of research credit. The provision permanently extends the research and development (R&D) tax credit. Additionally, beginning in 2016 eligible small businesses ($50 million or less in gross receipts) may claim the credit against alternative minimum tax (AMT) liability, and the credit can be utilized by certain small businesses against the employer’s payroll tax (i.e., FICA) liability.

Section 122. Extension and modification of employer wage credit for employees who are active duty members of the uniformed services. The provision permanently extends the 20-percent employer wage credit for employees called to active military duty. Beginning in 2016, the provision modifies the credit to apply to employers of any size, rather than employers with 50 or fewer employees, as under current law.

Section 123. Extension of 15-year straight-line cost recovery for qualified leasehold improvements, qualified restaurant buildings and improvements, and qualified retail improvements. The provision permanently extends the 15-year recovery period for qualified leasehold improvements, qualified restaurant property, and qualified retail improvement property.

Section 124. Extension and modification of increased expensing limitations and treatment of certain real property as section 179 property. The provision permanently extends the small business expensing limitation and phase-out amounts in effect from 2010 to 2014 ($500,000 and $2 million, respectively). These amounts currently are $25,000 and $200,000, respectively. The special rules that allow expensing for computer software and qualified real property (qualified leasehold improvement property, qualified restaurant property, and qualified retail improvement property) also are permanently extended. The provision modifies the expensing limitation by indexing both the $500,000 and $2 million limits for inflation beginning in 2016 and by treating air conditioning and heating units placed in service in tax years beginning after 2015 as eligible for expensing. The provision further modifies the expensing limitation with respect to qualified real property by eliminating the $250,000 cap beginning in 2016.

Section 125. Extension of treatment of certain dividends of regulated investment companies. The provision permanently extends provisions allowing for the pass-through character of interest-related dividends and short-term capital gains dividends from regulated investment companies (RICs) to foreign investors.

Section 126. Extension of exclusion of 100 percent of gain on certain small business stock. The provision extends the temporary exclusion of 100 percent of the gain on certain small business stock for non-corporate taxpayers to stock acquired and held for more than five years. This provision also permanently extends the rule that eliminates such gain as an AMT preference item.

Section 127. Extension of reduction in S-corporation recognition period for built-in gains tax. The provision permanently extends the rule reducing to five years (rather than ten years) the period for which an S corporation must hold its assets following conversion from a C corporation to avoid the tax on built-in gains.

Section 128. Extension of subpart F exception for active financing income. The provision permanently extends the exception from subpart F income for active financing income.

PART 4 – Incentives for Real Estate Investment Section 131. Extension of temporary minimum low-income housing tax credit rates for non-Federally subsidized buildings. The provision permanently extends application of the 9-

percent minimum credit rate for the low-income housing tax credit for non-Federally subsidized new buildings.

Section 132. Extension of military housing allowance exclusion for determining whether a tenant in certain counties is low-income. The provision permanently extends the exclusion of military basic housing allowances from the calculation of income for determining eligibility as a low-income tenant for purposes of low-income housing tax credit buildings.

Section 133. Extension of RIC qualified investment entity treatment under FIRPTA. The provision permanently extends the treatment of RICs as qualified investment entities and, therefore, not subject to withholding under the Foreign Investment in Real Property Tax Act (FIRPTA).

Subtitle B – Extensions through 2019 Section 141. Extension of new markets tax credit. The provision authorizes the allocation of$3.5 billion of new markets tax credits for each year from 2015 through 2019.

Section 142. Extension and modification of work opportunity tax credit. The provision extends through 2019 the work opportunity tax credit. The provision also modifies the credit beginning in 2016 to apply to employers who hire qualified long-term unemployed individuals (i.e., those who have been unemployed for 27 weeks or more) and increases the credit with respect to such long-term unemployed individuals to 40 percent of the first $6,000 of wages.

Section 143. Extension and modification of bonus depreciation. The provision extends bonus depreciation for property acquired and placed in service during 2015 through 2019 (with an additional year for certain property with a longer production period). The bonus depreciation percentage is 50 percent for property placed in service during 2015, 2016 and 2017 and phases down, with 40 percent in 2018, and 30 percent in 2019. The provision continues to allow taxpayers to elect to accelerate the use of AMT credits in lieu of bonus depreciation under special rules for property placed in service during 2015. The provision modifies the AMT rules beginning in 2016 by increasing the amount of unused AMT credits that may be claimed in lieu of bonus depreciation. The provision also modifies bonus depreciation to include qualified improvement property and to permit certain trees, vines, and plants bearing fruit or nuts to be eligible for bonus depreciation when planted or grafted, rather than when placed in service.

Section 144. Extension of look-thru treatment of payments between related controlled foreign corporations under foreign personal holding company rules. The provision extends through 2019 the look-through treatment for payments of dividends, interest, rents, and royalties between related controlled foreign corporations.

Subtitle C – Extensions through 2016

PART 1 – Tax Relief for Families and Individuals Section 151. Extension and modification of exclusion from gross income of discharge of qualified principal residence indebtedness. The provision extends through 2016 the exclusion from gross income of a discharge of qualified principal residence indebtedness. The provision also modifies the exclusion to apply to qualified principal residence indebtedness that is discharged in 2017, if the discharge is pursuant to a written agreement entered into in 2016.

Section 152. Extension of mortgage insurance premiums treated as qualified residence interest. The provision extends through 2016 the treatment of qualified mortgage insurance premiums as interest for purposes of the mortgage interest deduction. This deduction phases out ratably for a taxpayer with AGI of $100,000 to $110,000.

Section 153. Extension of above-the-line deduction for qualified tuition and related expenses. The provision extends through 2016 the above-the-line deduction for qualified tuition and related expenses for higher education. The deduction is capped at $4,000 for an individual whose AGI does not exceed $65,000 ($130,000 for joint filers) or $2,000 for an individual whose AGI does not exceed $80,000 ($160,000 for joint filers).

PART 2 – Incentives for Growth, Jobs, Investment, and Innovation Section 161. Extension of Indian employment tax credit. The provision extends through

2016 the Indian employment tax credit. The Indian employment credit provides a credit on the first $20,000 of qualified wages paid to each qualified employee who works on an Indian reservation.

Section 162. Extension and modification of railroad track maintenance credit. The

provision extends through 2016 the railroad track maintenance tax credit. The provision modifies the credit to apply to expenditures for maintaining railroad track owned or leased as of January 1, 2015 (rather than January 1, 2005, as under current law).

Section 163. Extension of mine rescue team training credit. The provision extends through 2016 the mine rescue team training tax credit. Employers may take a credit equal to the lesser of 20 percent of the training program costs incurred, or $10,000.

Section 164. Extension of qualified zone academy bonds. The provision authorizes the issuance of $400 million of qualified zone academy bonds during 2016. The bond proceeds are used for school renovations, equipment, teacher training, and course materials at a qualified zone academy, provided that private entities have promised to donate certain property and services to the academy with a value equal to at least 10 percent of the bond proceeds.

Section 165. Extension of classification of certain race horses as 3-year property. The provision extends the 3-year recovery period for race horses to property placed in service during 2015 or 2016.

Section 166. Extension of 7-year recovery period for motorsports entertainment complexes. The provision extends the 7-year recovery period for motorsport entertainment complexes to property placed in service during 2015 or 2016.

Section 167. Extension and modification of accelerated depreciation for business property on an Indian reservation. The provision extends accelerated depreciation for qualified Indian reservation property to property placed in service during 2015 or 2016. The provision also modifies the deduction to permit taxpayers to elect out of the accelerated depreciation rules.

Section 168. Extension of election to expense mine safety equipment. The provision extends the election to expense mine safety equipment to property placed in service during 2015 or 2016.

Section 169. Extension of special expensing rules for certain film and television productions. The provision extends through 2016 the special expensing provision for qualified film, television, and live theater productions. In general, only the first $15 million of costs may be expensed.

Section 170. Extension of deduction allowable with respect to income attributable to domestic production activities in Puerto Rico. The provision extends through 2016 the eligibility of domestic gross receipts from Puerto Rico for the domestic production deduction.

Section 171. Extension and modification of empowerment zone tax incentives. The provision extends through 2016 the tax benefits for certain businesses and employers operating in empowerment zones. Empowerment zones are economically distressed areas, and the tax benefits available include tax-exempt bonds, employment credits, increased expensing, and gain exclusion from the sale of certain small-business stock. The provision modifies the incentive beginning in 2016 by allowing employees to meet the enterprise zone facility bond employment requirement if they are residents of the empowerment zone, an enterprise community, or a qualified low-income community within an applicable nominating jurisdiction.

Section 172. Extension of temporary increase in limit on cover over of rum excise taxes to Puerto Rico and the Virgin Islands. The provision extends the $13.25 per proof gallon excise tax cover-over amount paid to the treasuries of Puerto Rico and the U.S. Virgin Islands to rum imported into the United States during 2015 or 2016. Absent the extension, the cover-over amount would be $10.50 per proof gallon.

Section 173. Extension of American Samoa economic development credit. The provision extends through 2016 the existing credit for taxpayers currently operating in American Samoa.

Section 174. Moratorium on medical device excise tax. The provision provides for a two year moratorium on the 2.3-percent excise tax imposed on the sale of medical devices. The tax will not apply to sales during calendar years 2016 and 2017.

PART 3 – Incentives for Energy Production and Conservation

Section 181. Extension and modification of credit for nonbusiness energy property. The provision extends through 2016 the credit for purchases of nonbusiness energy property. The provision allows a credit of 10 percent of the amount paid or incurred by the taxpayer for qualified energy improvements, up to $500.

Section 182. Extension of credit for alternative fuel vehicle refueling property. The

provision extends through 2016 the credit for the installation of non-hydrogen alternative fuel vehicle refueling property. (Under current law, hydrogen-related property is eligible for the credit through 2016.) Taxpayers are allowed a credit of up to 30 percent of the cost of the installation of the qualified alternative fuel vehicle refueling property.

Section 183. Extension of credit for 2-wheeled plug-in electric vehicles. The provision extends through 2016 the 10-percent credit for plug-in electric motorcycles and 2-wheeled vehicles (capped at $2,500).

Section 184. Extension of second generation biofuel producer credit. The provision extends through 2016 the credit for cellulosic biofuels producers.

Section 185. Extension of biodiesel and renewable diesel incentives. The provision extends through 2016 the existing $1.00 per gallon tax credit for biodiesel and biodiesel mixtures, and the small agri-biodiesel producer credit of 10 cents per gallon. The provision also extends through 2016 the $1.00 per gallon production tax credit for diesel fuel created from biomass. The provision extends through 2016 the fuel excise tax credit for biodiesel mixtures.

Section 186. Extension and modification of production credit for Indian coal facilities. The provision extends through 2016 the $2 per ton production tax credit for coal produced on land owned by an Indian tribe, if the facility was placed in service before 2009. A coal facility is allowed only nine years of credit. The provision modifies the credit beginning in 2016 by removing the placed-in-service-date limitation, removing the nine-year limitation, and allowing the credit to be claimed against the AMT.

Section 187. Extension and modification of credits with respect to facilities producing energy from certain renewable resources. The provision extends the production tax credit for certain renewable sources of electricity to facilities for which construction has commenced by the end of 2016.

Section 188. Extension of credit for energy-efficient new homes. The provision extends through 2016 the tax credit for manufacturers of energy-efficient residential homes. An eligible contractor may claim a tax credit of $1,000 or $2,000 for the construction or manufacture of a new energy efficient home that meets qualifying criteria.

Section 189. Extension of special allowance for second generation biofuel plant property.

The provision extends through 2016 the 50-percent bonus depreciation for cellulosic biofuel facilities.

Section 190. Extension of energy efficient commercial buildings deduction. The provision extends through 2016 the above-the-line deduction for energy efficiency improvements to lighting, heating, cooling, ventilation, and hot water systems of commercial buildings.

Section 191. Extension of special rule for sales or dispositions to implement FERC or State

electric restructuring policy for qualified electric utilities. The provision extends through 2016 a rule that permits taxpayers to elect to recognize gain from qualifying electric transmission transactions ratably over an eight-year period beginning in the year of sale (rather than entirely in the year of sale) if the amount realized from such sale is used to purchase exempt utility property within the applicable period.

Section 192. Extension of excise tax credits relating to alternative fuels. The provision extends through 2016 the 50 cents per gallon alternative fuel tax credit and alternative fuel mixture tax credit.

Section 193. Extension of credit for new qualified fuel cell motor vehicles. The provision extends through 2016 the credit for purchases of new qualified fuel cell motor vehicles. The provision allows a credit of between $4,000 and $40,000 depending on the weight of the vehicle for the purchase of such vehicles.

TITLE II – PROGRAM INTEGRITY

Section 201. Modification of filing dates of returns and statements relating to employee wage information and nonemployee compensation to improve compliance. The provision requires forms W-2, W-3, and returns or statements to report non-employee compensation (e.g., Form 1099-MISC), to be filed on or before January 31 of the year following the calendar year to which such returns relate. The provision also provides additional time for the IRS to review refund claims based on the earned income tax credit and the refundable portion of the child tax credit in order to reduce fraud and improper payments. The provision is effective for returns and statements relating to calendar years after the date of enactment (e.g., filed in 2017).

Section 202. Safe harbor for de minimis errors on information returns and payee

statements. The provision establishes a safe harbor from penalties for the failure to file correct information returns and for failure to furnish correct payee statements by providing that if the error is $100 or less ($25 or less in the case of errors involving tax withholding), the issuer of the information return is not required to file a corrected return and no penalty is imposed. A recipient of such a return (e.g., an employee who receives a Form W-2) can elect to have a corrected return issued to them and filed with the IRS. The provision is effective for returns and statements required to be filed after December 31, 2016.

Section 203. Requirements for the issuance of ITINs. The provision provides that the IRS may issue taxpayer identification numbers (ITIN) if the applicant provides the documentation required by the IRS either (a) in person to an IRS employee or to a community-based certified acceptance agent (as authorized by the IRS), or (b) by mail. The provision requires that individuals who were issued ITINs before 2013 are required to renew their ITINs on a staggered schedule between 2017 and 2020. The provision also provides that an ITIN will expire if an individual fails to file a tax return for three consecutive years. The provision also directs the Treasury Department and IRS to study the current procedures for issuing ITINs with a goal of adopting a system by 2020 that would require all applications to be filed in person. The provision is effective for requests for ITINs made after the date of enactment.

Section 204. Prevention of retroactive claims of earned income credit after issuance of social security number. The provision prohibits an individual from retroactively claiming the earned income tax credit by amending a return (or filing an original return if he failed to file) for any prior year in which he did not have a valid social security number. The provision applies to returns, and any amendment or supplement to a return, filed after the date of enactment.

Section 205. Prevention of retroactive claims of child tax credit. The provision prohibits an individual from retroactively claiming the child tax credit by amending a return (or filing an original return if he failed to file) for any prior year in which the individual or a qualifying child for whom the credit is claimed did not have an ITIN. The provision applies to returns, and any amendment or supplement to a return, filed after the date of enactment.

Section 206. Prevention of retroactive claims of American opportunity tax credit. The provision prohibits an individual from retroactively claiming the American Opportunity Tax Credit by amending a return (or filing an original return if he failed to file) for any prior year in which the individual or a student for whom the credit is claimed did not have an ITIN. The provision applies to returns, and any amendment or supplement to a return, filed after the date of enactment.

Section 207. Procedures to reduce improper claims. The provision expands the paid-preparer due diligence requirements with respect to the earned income tax credit, and the associated $500 penalty for failures to comply, to cover returns claiming the child tax credit and American Opportunity Tax Credit. The provision also requires the IRS to study the effectiveness of the due diligence requirements and whether such requirements should apply to taxpayer who file online or by filing a paper form. The provision applies to tax years beginning after December 31, 2015.

Section 208. Restrictions on taxpayers who improperly claimed credits in prior year. The provision expands the rules under current law, which bar individuals from claiming the earned income tax credit for ten year if they are convicted of fraud and for two years if they are found to have recklessly or intentionally disregarded the rules, to apply to the child tax credit and American Opportunity Tax Credit. The provision adds math error authority, which permits the IRS to disallow improper credits without a formal audit if the taxpayer claims the credit in a period during which he is barred from doing so due to fraud or reckless or intentional disregard. The provision applies to tax years beginning after December 31, 2015.

Section 209. Treatment of credits for purposes of certain penalties. The provision applies the 20-percent penalty for erroneous claims under current law to the refundable portion of credits (reversing the Tax Court decision in Rand v. Commissioner). The provision also eliminates the exception from the penalty for erroneous refunds and credits that currently applies to the earned income tax credit, and the provision provides reasonable-cause relief from the penalty. The provision generally applies to returns filed after December 31, 2015.

Section 210. Increase the penalty applicable to paid tax preparers who engage in willful or reckless conduct. The provision expands the penalty for tax preparers who engage in willful or reckless conduct, which is currently the greater of $5,000 or 50 percent of the preparer’s income with respect to the return, by increasing the 50 percent amount to 75 percent. The provision applies to returns prepared for tax years ending after the date of enactment.

Section 211. Employer identification number required for American opportunity tax credit. The provision requires a taxpayer claiming the American opportunity tax credit to report the employer identification number (EIN) of the educational institution to which the taxpayer makes qualified payments under the credit. The provision applies to tax years beginning after December 31, 2015, and expenses paid after such date for education furnished in academic periods beginning after such date.

Section 212. Higher education information reporting only to include qualified tuition and related expenses actually paid. The provision reforms the reporting requirements for Form 1098-T so that educational institutions are required to report only qualified tuition and related expenses actually paid, rather than choosing between amounts paid and amounts billed, as under law. The provision applies to expenses paid after December 31, 2015 for education furnished in academic periods beginning after such date.

TITLE III – MISCELLANEOUS PROVISIONS

Subtitle A – Family Tax Relief

Section 301. Exclusion for amounts received under the Work Colleges Program. The provision exempts from gross income any payments from certain work-learning-service programs that are operated by a work college as defined in section 448(e) of the Higher Education Act of 1965. The provision is effective for amounts received in tax years beginning after date of enactment.

Section 302. Improvements to section 529 accounts. The provision expands the definition of qualified higher education expenses for which tax-preferred distributions from 529 accounts are eligible to include computer equipment and technology. The provision modifies 529-account rules to treat any distribution from a 529 account as coming only from that account, even if the individual making the distribution operates more than one account. The provision treats a refund of tuition paid with amounts distributed from a 529 account as a qualified expense if such amounts are re-contributed to a 529 account within 60 days. The provision is effective for distributions made or refunds after 2014, or in the case of refunds after 2014 and before the date of enactment, for refunds re-contributed not later than 60 days after date of enactment.

Section 303. Elimination of residency requirement for qualified ABLE programs. The provision allows ABLE accounts (tax-preferred savings accounts for disabled individuals), which currently may be located only in the State of residence of the beneficiary, to be established in any State. This will allow individuals setting up ABLE accounts to choose the State program that best fits their needs, such as with regard to investment options, fees, and account limits. The provision is effective for tax years beginning after December 31, 2014

Section 304. Exclusion for wrongfully incarcerated individuals. The provision allows an individual to exclude from gross income civil damages, restitution, or other monetary awards that the taxpayer received as compensation for a wrongful incarceration. A “wrongfully incarcerated individual” is either: (1) an individual who was convicted of a criminal offense under Federal or state law, who served all or part of a sentence of imprisonment relating to such

offense, and who was pardoned, granted clemency, or granted amnesty because of actual innocence of the offense; or (2) an individual for whom the conviction for such offense was reversed or vacated and for whom the indictment, information, or other accusatory instrument for such offense was dismissed or who was found not guilty at a new trial after the conviction was reversed or vacated. The provision applies to tax years beginning before, on, or after the date of enactment.

Section 305. Clarification of special rule for certain governmental plans. The provision extends the special rule under current law for certain benefits paid by accident or health plans of a public retirement system to such benefits paid by plans established by or on behalf of a State or political subdivision. To qualify, such plans must have been authorized by a State legislature or received a favorable ruling from the IRS that the trust’s income is not includible in gross income under either section 115 or section 501(c)(9) of the tax code, and on or before January 1, 2008, have provided for payment of medical benefits to a deceased participant’s beneficiary. The provision is effective for payments after the date of enactment.

Section 306. Rollovers permitted from other retirement plans into simple retirement accounts. The provision allows a taxpayer to roll over amounts from an employer-sponsored retirement plan (e.g., 401(k) plan) to a SIMPLE IRA, provided the plan has existed for at least two years. The provision applies to contributions made after the date of enactment.

Section 307. Technical amendment relating to rollover of certain airline payment amounts. The provision clarifies the effective dates of Public Law 113-243 to allow certain airline employees to contribute amounts received in certain bankruptcies to an IRA without being subject to the annual contribution limit. The provision is effective as if included in Public Law 113-243.

Section 308. Treatment of early retirement distributions for nuclear materials couriers, United States Capitol Police, Supreme Court Police, and diplomatic security special agents. The provision extends the relief under current law, which provides an exception to the 10-percent penalty on withdrawals from retirement accounts before age 50 for public safety officer, to include nuclear materials couriers, United States Capitol Police, Supreme Court Police, and diplomatic security special agents. The provision is effective for distributions after December 31, 2015.

Section 309. Prevention of extension of tax collection period for members of the Armed Forces who are hospitalized as a result of combat zone injuries. The provision requires that the collection period for members of the Armed Forces hospitalized for combat zone injuries may not be extended by reason of any period of continuous hospitalization or the 180 days after hospitalization. Accordingly, the collection period expires 10 years after assessment, plus the actual time spent in a combat zone. The provision applies to taxes assessed before, on, or after the date of the enactment.

Subtitle B– Real Estate Investment Trusts

Section 311. Restriction on tax-free spinoffs involving REITs. The provision provides that a spin-off involving a REIT will qualify as tax-free only if immediately after the distribution both the distributing and controlled corporation are REITs. In addition, neither a distributing nor a controlled corporation would be permitted to elect to be treated as a REIT for ten years following a tax-free spin-off transaction. The provision applies to distributions on or after December 7, 2015, but shall not apply to any distribution pursuant to a transaction described in a ruling request initially submitted to the IRS on or before such date, which request has not been withdrawn and with respect to which a ruling has not been issued or denied in its entirety as of such date.

Section 312. Reduction in percentage limitation on assets of REIT which may be taxable REIT subsidiaries. The provision modifies the rules with respect to a REIT’s ownership of a taxable REIT subsidiary (TRS), which is taxed as a corporation. Under the provision, the securities of one or more TRSs held by a REIT may not represent more than 20 percent (rather than 25 percent under current law) of the value of the REIT’s assets. The provision is effective for tax years beginning after 2017.

Section 313. Prohibited transaction safe harbors. The provision provides for an alternative three-year averaging safe harbor for determining the percentage of assets that a REIT may sell annually. In addition, the provision clarifies that the safe harbor is applied independent of whether the real estate asset is inventory property. The provision generally is effective for tax years beginning after the date of enactment. However, the clarification of the safe harbor takes effect as if included in the Housing Assistance Tax Act of 2008.

Section 314. Repeal of preferential dividend rule for publicly offered REITs. The provision repeals the preferential dividend rule for publicly offered REITs. The provision is effective for distributions in tax years beginning after 2014.

Section 315. Authority for alternative remedies to address certain REIT distribution failures. The provision provides the IRS with authority to provide an appropriate remedy for a preferential dividend distribution by non-publicly offered REITs in lieu of treating the dividend as not qualifying for the REIT dividend deduction and not counting toward satisfying the requirement that REITs distribute 90 percent of their income every year. Such authority applies if the preferential distribution is inadvertent or due to reasonable cause and not due to willful neglect. The provision applies to distributions in tax years beginning after 2015.

Section 316. Limitations on designation of dividends by REITs. The provision provides that the aggregate amount of dividends that could be designated by a REIT as qualified dividends or capital gain dividends will not exceed the dividends actually paid by the REIT. The provision is effective for distributions in tax years beginning after 2014.

Section 317. Debt instruments of publicly offered REITs and mortgages treated as real estate assets. The provision provides that debt instruments issued by publicly offered REITs, as well as interests in mortgages on interests in real property, are treated as real estate assets for purposes of the 75-percent asset test. Income from debt instruments issued by publicly offered REITs are treated as qualified income for purposes of the 95-percent income test, but not the 75-percent income test (unless they already are treated as qualified income under current law). In addition, not more than 25 percent of the value of a REIT’s assets is permitted to consist of such debt instruments. The provision is effective for tax years beginning after 2015.

Section 318. Asset and income test clarification regarding ancillary personal property. The provision provides that certain ancillary personal property that is leased with real property is treated as real property for purposes of the 75-percent asset test. In addition, an obligation secured by a mortgage on such property is treated as real property for purposes of the 75-percent income and asset tests, provided the fair market value of the personal property does not exceed 15 percent of the total fair market value of the combined real and personal property. The provision is effective for tax years beginning after 2015.

Section 319. Hedging provisions. The provision expands the treatment of REIT hedges to include income from hedges of previously acquired hedges that a REIT entered to manage risk associated with liabilities or property that have been extinguished or disposed. The provision is effective for tax years beginning after 2015.

Section 320. Modification of REIT earnings and profits calculation to avoid duplicate taxation. The provision provides that current (but not accumulated) REIT earnings and profits for any tax year are not reduced by any amount that is not allowable in computing taxable income for the tax year and was not allowable in computing its taxable income for any prior tax year (e.g., certain amounts resulting from differences in the applicable depreciation rules). The provision applies only for purposes of determining whether REIT shareholders are taxed as receiving a REIT dividend or as receiving a return of capital (or capital gain if a distribution exceeds a shareholder’s stock basis). The provision is effective for tax years beginning after 2015.

Section 321. Treatment of certain services provided by taxable REIT subsidiaries. The provision provides that a taxable REIT subsidiary (TRS) is permitted to provide certain services to the REIT, such as marketing, that typically are done by a third party. In addition, a TRS is permitted to develop and market REIT real property without subjecting the REIT to the 100-percent prohibited transactions tax. The provision also expands the 100-percent excise tax on non-arm’s length transactions to include services provided by the TRS to its parent REIT. The provision is effective for tax years beginning after 2015.

Section 322. Exception from FIRPTA for certain stock of REITs. The provision increases from 5 percent to 10 percent the maximum stock ownership a shareholder may have held in a publicly traded corporation to avoid having that stock treated as a U.S. real property interest on disposition. In addition, the provision allows certain publicly traded entities to own and dispose of any amount of stock treated as a U.S. real property interest, including stock in a REIT, without triggering FIRPTA withholding. However, an investor in such an entity that holds more than 10 percent of such stock is still subject to withholding. The provision applies to dispositions and distributions on or after the date of enactment.

Section 323. Exception for interests held by foreign retirement or pension funds. The provision exempts any U.S. real property interest held by a foreign pension fund from FIRPTA withholding. The provision applies to dispositions and distributions after the date of enactment.

Section 324. Increase in rate of withholding of tax on dispositions of United States real property interests. The provision provides that the rate of withholding on dispositions of United States real property interests is increased from 10 percent to 15 percent. The increased rate of withholding, however, does not apply to the sale of a personal residence where the amount realized is $1 million or less. The provision is effective for dispositions occurring 60 days after the date of enactment.

Section 325. Interests in RICs and REITs not excluded from definition of United States real property interests. The provision provides that the “cleansing rule” (which applies to corporations that either have no real estate or have paid tax on their real-estate transactions) applies only to interests in a corporation that is not a qualified investment entity. In addition, the proposal provides that the cleansing rule applies to stock of a corporation only if neither the corporation nor any predecessor of such corporation was a regulated investment company (RIC) or REIT at any time during the shorter of (a) the period after June 18, 1980 during which the taxpayer held such stock, or (b) the five-year period ending on the date of the disposition of the stock. The provision applies to dispositions on or after the date of enactment.

Section 326. Dividends derived from RICs and REITs ineligible for deduction for United States source portion of dividends from certain foreign corporations. The provision provides that for purposes of determining whether dividends from a foreign corporation (attributable to dividends from an 80-percent owned domestic corporation) are eligible for a dividend received deduction, dividends from RICs and REITs are not treated as dividends from domestic corporations, even if the RIC or REIT owns shares in a foreign corporation. The provision applies to dividends received from RIC and REITs on or after the date of enactment of this Act.

Subtitle C – Additional Provisions

Section 331. Deductibility of charitable contributions to agricultural research

organizations. The provision provides that charitable contributions to an agricultural research organization are subject to the higher individual limits (generally up to 50 percent of the taxpayer’s contribution base) if the organization commits to use the contribution for agricultural research before January 1 of the fifth calendar year that begins after the date of the contribution. In addition, agricultural research organizations are treated as public charities per se, without regard to their sources of financial support. The provision is effective for contributions made on or after the date of enactment.

Section 332. Removal of bond requirements and extending filing periods for certain taxpayers with limited excise tax liability. The provision allows producers of alcohol that reasonably expect to be liable for not more than $50,000 per year in alcohol excise taxes to pay such taxes on a quarterly basis rather than twice per month (and those reasonably expecting to be liable for not more than $1,000 per year to pay such taxes annually, rather than on a quarterly basis). The provision also exempts such producers from bonding requirements with the IRS. The provision is effective 90 days after the date of enactment.

Section 333. Modifications to alternative tax for certain small insurance companies. The provision increases the maximum amount of annual premiums that certain small property and casualty insurance companies can receive and still elect to be exempt from tax on their underwriting income, and instead be taxed only on taxable investment income. The provision increases the maximum amount from $1.2 million to $2.2 million for calendar years beginning after 2015, and indexes it to inflation thereafter. To ensure that this special rule is not abused, the provision also requires that no more than 20 percent of net written premiums (or if greater, direct written premiums) for a tax year is attributable to any one policyholder. Alternatively, a company would be eligible for the exception if each owner of the insured business or assets has no greater an interest in the insurer than he or she has in the business or assets, and each owner holds no smaller an interest in the business than his or her interest in the insurer. The provision is effective for tax years beginning after 2016.

Section 334. Treatment of timber gains. The provision provides that C corporation timber gains are subject to a tax rate of 23.8 percent. The provision is effective for tax year 2016.

Section 335. Modification of definition of hard cider. The provision defines hard cider for purposes of alcohol excise taxes as a wine with an alcohol content of between 0.5 percent and 8.5 percent alcohol by volume, with a carbonation level that does not exceed 6.4 grams per liter, which is derived primarily from apples, apple juice concentrate, pears, or pear juice concentrate, in combination with water. The provision is effective for articles removed from the distillery or bonding facility during calendar years beginning after 2015.

Section 336. Church Plan Clarification. The provision prevents the IRS from aggregating certain church plans together for purposes of the non-discrimination rules, which prevent highly compensated participants from receiving disproportionate benefits under the plan, and it provides flexibility for church plans to decide which other church plans with which they associate. The provision also prevents certain grandfathered church defined-benefit plans from having to meet certain requirements relating to maximum benefit accruals, and it allows church plans to offer auto-enroll accounts similar to 401(k)s. Additionally, the provision make it easier for church plans to engage in certain reorganizations and allows church plans to invest in collective trusts.

The provision generally is effective on or after the date of enactment.

Subtitle D – Revenue Provisions

Section 341. Updated ASHRAE standards for energy efficient commercial buildings deduction. The provision modifies the deduction for energy efficient commercial buildings by updating the energy efficiency standards to reflect new standards of the American Society of Heating, Refrigerating, and Air Conditioning Engineers beginning in 2016.

Section 342. Excise tax credit equivalency for liquefied petroleum gas and liquefied natural gas. The provision converts the measurement of the alternative fuel excise tax credit for liquefied natural gas and liquefied petroleum gas from 50 cents per gallon to 50 cents per energy equivalent of a gallon of diesel fuel, which is approximately 29 cents per gallon for liquefied natural gas and approximately 36 cents per gallon for liquefied petroleum gas. The provision is effective for fuel sold or used after 2015.

Section 343. Exclusion from gross income of certain clean coal power grants to noncorporate taxpayers. The provision excludes from gross income certain clean power grants received under the Energy Policy Act of 2005 by an eligible taxpayer that is not a corporation. The provision requires an eligible taxpayer to reduce the basis of tangible depreciable property related to such grants by the amount excluded. The provision requires eligible taxpayers to make

payments to the Treasury equal to 1.18 percent of amounts excluded under the provision. The provision is effective for grants received in tax years after 2011.

Section 344. Clarification of valuation rule for early termination of certain charitable remainder unitrusts. The provision clarifies the valuation method for the early termination of certain charitable remainder unitrusts. The provision is effective for the termination of trusts after the date of enactment.

Section 345. Prevention of transfer of certain losses from tax indifferent parties. The provision modifies the related-party loss rules, which generally disallow a deduction for a loss on the sale or exchange of property to certain related parties or controlled partnerships, to prevent losses from being shifted from a tax-indifferent party (e.g., a foreign person not subject to U.S. tax) to another party in whose hands any gain or loss with respect to the property would be subject to U.S. tax. The provision generally is effective for sales and exchanges of property acquired after 2015.

Section 346. Treatment of certain persons as employers with respect to motion picture projects. The provision allows motion picture payroll services companies to be treated as the employer of their film and television production workers for Federal employment tax purposes. The provision is effective for remuneration paid after 2015.

TITLE IV – TAX ADMINISTRATION

Subtitle A – Internal Revenue Service Reforms

Section 401. Duty to ensure that IRS employees are familiar with and act in accord with certain taxpayer rights. The provision amends the tax code to require the IRS Commissioner to ensure that IRS employees are familiar with and act in accordance with the taxpayer bill of rights, which includes the right to:

  1. be informed;
  2. quality service;
  3. pay no more than the correct amount of tax;
  4. challenge the position of the IRS and be heard;
  5. appeal a decision of the IRS in an independent forum;
  6. finality;
  7. privacy;
  8. confidentiality;
  9. retain representation;
  10. a fair and just tax system.

The provision is effective on the date of enactment.

Section 402. IRS employees prohibited from using personal email accounts for official business. The provision prohibits employees of the IRS from using a personal email account to conduct any official business, codifying an already established agency policy barring use of personal email accounts by IRS employees for official governmental business. The provision is effective on the date of enactment.

Section 403. Release of information regarding the status of certain investigations. The provision allows taxpayers who have been victimized by the IRS, for example, through the unauthorized disclosure of private tax information, to find out basic facts, such as whether the case is being investigated or whether the case has been referred to the Justice Department for prosecution. The provision applies to disclosures made on or after the date of enactment.

Section 404. Administrative appeal relating to adverse determinations of tax-exempt status of certain organizations. The provision requires the IRS to create procedures under which a 501(c) organization facing an adverse determination may request administrative appeal to the IRS Office of Appeals. This includes determinations relating to the initial or continuing classification of (1) an organization as tax-exempt under section 501(a); (2) an organization under section 170(c)(2); (3) a private foundation under section 509(a); or (4) a private operating foundation under section 4942(j)(3). The provision applies to determinations made after May 19, 2014.

Section 405. Organizations required to notify Secretary of intent to operate under

501(c)(4). The provision provides for a streamlined recognition process for organizations seeking tax exemption under section 501(c)(4). The process requires 501(c)(4) organizations to file is a simple one-page notice of registration with the IRS within 60 days of the organization’s formation. The current, voluntary 501(c)(4) application process will be eliminated. Within 60 days after an application is submitted, the IRS is required to provide a letter of acknowledgement of the registration, which the organization can use to demonstrate its exempt status, typically with state and local tax authorities.

Section 406. Declaratory judgments for 501(c)(4) and other exempt organizations. The provision permits 501(c)(4) organizations and other exempt organizations to seek review in Federal court of any revocation of exempt status by the IRS. The provision applies to pleadings filed after the date of enactment.

Section 407. Termination of employment of Internal Revenue Service employees for taking official actions for political purposes. The provision makes clear that taking official action for political purposes is an offense for which the employee should be terminated. The bill amends the Internal Revenue Service Restructuring and Reform Act of 1998 to expand the grounds for termination of employment of an IRS employee to include performing, delaying, or failing to perform any official action (including an audit) by an IRS employee for the purpose of extracting personal gain or benefit for a political purpose. The provision takes effect on the date of enactment.

Section 408. Gift tax not to apply to contributions to certain exempt organizations. The provision treats transfers to organizations exempt from tax under section 501(c)(4), (c)(5), and (c)(6) of the tax code as exempt from the gift tax. The provision applies to transfers made after the date of enactment.

Section 409. Extend Internal Revenue Service authority to require truncated Social Security numbers on Form W-2. The provision requires employers to include an “identifying number” for each employee, rather than an employee’s SSN, on Form W-2. This change will permit the Department of the Treasury to promulgate regulations requiring or permitting a truncated SSN on Form W-2. The provision is effective on the date of enactment.

Section 410. Clarification of enrolled agent credentials. The provision permits enrolled agents approved by the IRS to use the designation “enrolled agent,” “EA,” or “E.A.” The provision is effective on the date of enactment.

Section 411. Partnership audit rules. The provision corrects and clarifies certain technical issues in the partnership audit rules enacted in the Bipartisan Budget Act of 2015.

Subtitle B – United States Tax Court

PART 1 – Taxpayer Access to United States Tax Court

Section 421. Filing period for interest abatement cases. The provision permits a taxpayer to seek review by the Tax Court of a claim for interest abatement when the IRS has failed to issue a final determination. The provision applies to claims for interest abatement filed after the date of enactment.

Section 422. Small tax case election for interest abatement cases. The provision expands the current-law procedures for the Tax Court to consider small tax cases (i.e., cases with amount in dispute that are under $50,000) to include the review of IRS decisions not to abate interest, provided the amount of interest for which abatement is sought does not exceed $50,000. The provision applies to cases pending and cases commenced after the date of enactment.

Section 423. Venue for appeal of spousal relief and collection cases. The provision clarifies that Tax Court decisions in cases involving spousal relief and collection cases are appealable to the U.S. Court of Appeals for the circuit in which an individual’s legal residence is located or in which a business’ principal place of business or principal office of agency is located. The provision applies to Tax Court petitions filed after the date of enactment.

Section 424. Suspension of running of period for filing petition of spousal relief and collection cases. The provision suspends the statute of limitations in cases involving spousal relief or collections when a bankruptcy petition has been filed and a taxpayer is prohibited from filing a petition for review by the Tax Court. Under the provision, the suspension is for the period during which the taxpayer is prohibited from filing such a petition, plus 60 days. The provision applies to Tax Court petitions filed after the date of enactment.

Section 425. Application of Federal rules of evidence. The provision requires the Tax Court to conduct its proceedings in accordance with the Federal Rules of Evidence (rather than the rules of evidentiary rules applied by the United States District Court of the District of Columbia, as under current law). The provision applies to proceedings commenced after the date of enactment.

PART 2 – United States Tax Court Administration

Section 431. Judicial conduct and disability procedures. The provision authorizes the Tax Court to establish procedures for the filing of complaints with respect to the conduct of any judge or special trial judge of the Tax Court and for the investigation and resolution of such complaints. The provision applies to proceedings commenced 180 days after the date of enactment.

Section 432. Administration, judicial conference, and fees. The provision extends to the Tax Court the same general management, administrative, and expenditure authorities that are available to Article III courts and the Court of Appeals for Veterans Claims. The provision also permits the Tax Court to conduct an annual judicial conference and charge reasonable registration fees. Additionally, the provision authorizes the Tax Court to deposit certain fees into a special fund held by the Treasury Department, with such funds available for the operation and

maintenance of the Tax Court. The provision is effective on the date of enactment.

PART 3 – Clarification Relating to United States Tax Court

Section 441. Clarification relating to United States Tax Court. The provision clarifies that the Tax Court is not an agency of, and shall be independent of, the Executive Branch. The provision is effective upon the date of enactment.

TITLE V – TRADE-RELATED PROVISIONS

Section 501. Modification of effective date of provisions relating to tariff classification of recreational performance outer wear. The provision delays implementation of changes in the classification of certain recreation performance outerwear products that would inadvertently increase tariffs on some of those products.

Section 502. Agreement by Asia-Pacific Economic Co-operation members to reduce rates of duty on certain environmental goods. The provision ensures that the reduction of tariffs on certain environmental goods to fulfill an agreement by members of the Asia-Pacific Economic Cooperation (APEC) forum is implemented in accordance with the Trade Priorities and Accountability Act of 2015.

TITLE VI –BUDGETARY EFFECTS

Section 601. Budgetary effects. The provision provides for the bill’s treatment for PAYGO purposes.

Tangible Property Expensing Threshold Rising

Liz BelcherThe Internal Revenue Service (IRS) has increased the de minimis safe harbor threshold for deducting certain capital expenditures from $500 to $2,500. This move, which takes effect for tax year 2016, should greatly simplify the paperwork and recordkeeping requirements for small businesses.

This change applies to funds spent to acquire, produce or improve a tangible unit of property (UOP) that would normally qualify as a capital item. It affects businesses that do not maintain an applicable financial statement (AFS). The new, higher threshold applies to any such item substantiated by an invoice.

Before, small businesses would have to spread deductions of these expenditures over a period of years through annual depreciation. Now they can be deducted immediately.

IRS Commissioner John Koskinen stated the change came about as a result of comments from taxpayers and the professional tax community – evidence that your feedback can produce results. “This important step simplifies taxes for small businesses, easing the recordkeeping and paperwork burden on small business owners and their tax preparers,” he said.

The de minimis safe harbor applies to an amount paid during the tax year to acquire or produce a UOP, or acquire a material or supply, only if:

  • The taxpayer has, at the beginning of the tax year, written accounting procedures treating as an expense for non-tax purposes amounts paid for property (1) costing less than a specified dollar amount; or (2) with an economic useful life of 12 months or less;
  • The taxpayer treats the amount paid for the property as an expense on its AFS (such as a financial statement required to be filed with the Securities and Exchange Commission, or a certified audited financial statement accompanied by an independent CPA’s report and used for credit or reporting purposes) if it has one – or on its books and records if it does not – in accordance with its accounting procedures; and
  • If the taxpayer has an AFS, the amount paid for the property does not exceed $5,000 per invoice (or per item as substantiated by the invoice), or if the taxpayer does not have an AFS, does not exceed $500 per invoice (or per item as substantiated by the invoice), or other amount as identified in published IRS guidance.

The change does not affect deductible repair and maintenance costs, which businesses can still claim even if they exceed the $2,500 threshold. For taxpayers with an applicable financial statement, the de minimis or small-dollar threshold remains $5,000.

Follow this link to the IRS website for more details on the change.

If you want an analysis of how these new tangible property expensing thresholds could affect your company, please call Liz Belcher in our Tax Services department at (317) 613-7846 or email [email protected].

Employee Spotlight – Josie Dillon

Josie DillonJosie Dillon is a Senior in our Tax Services group. As a Senior, she performs a wide variety of tax compliance and consulting services: personal, business, trust and nonprofit income tax filings — both federal and multi-state — covering a broad spectrum of industries. She also works on various tax projections, miscellaneous tax filings, tax compliance and planning goals. Her work focuses on delivering solutions to the tax compliance headaches of our clients.

A graduate of the University of Indianapolis with a bachelor’s degree in Accounting, Josie is a CPA and a member of both the Indiana CPA Society and American Institute of CPAs. Born in Mooresville, Ind., she and her husband Ryan have three daughters: Rebecca, Rachel and Dani. She spends most of her free time on family – helping with homework, running children to gymnastics classes and finding quality together time.

Josie is Treasurer of the PTO at Center Grove Elementary School, and is also a finance volunteer at Emmanuel Church in Greenwood.

Quick Tips for QuickBooks

Mary FergusonQuickBooks is one of the most powerful and popular accounting software packages available today, and here at Sponsel CPA Group we assist many clients with installation, training and support for their business or organization.

It is a complicated program, and can be intimidating to uninitiated users. Fortunately, we have several staff members who are certified QuickBooks ProAdvisors, including myself.

We’ve put together a list of Frequently Asked Questions and answers to help with your company’s QuickBooks operations. These are commonly faced obstacles, so don’t feel bad if you stumble at first!

Q. Why is the beginning balance on the QuickBooks reconciliation different from my bank statement beginning balance?
A. It is the first time the account has been reconciled, or a previous reconciliation has been “undone.”

Q. Why can’t I use department codes (01, 02 etc.) when creating a chart of accounts?
A. It is best to utilize the “CLASS” option instead.

Q. Can I void/delete stale dated checks (from prior periods)?
A. No. Voiding and/or deleting them will zero the check out and change information on the financial statements. If the check is from a prior period, it is best to remove it by Journal Entry (JE).

Q. How do I import changes from the Accountant’s copy of QuickBooks into my QuickBooks?
A. File, View, Import Changes

Q. Why is there a need to have my closing date password protected and can I remove it?
A. QuickBooks does not use a hard close to zero out income and expense accounts from prior periods. Setting a password protects or restricts access so that changes cannot be made to a closed period.

Q. What are the advantages and benefits of using QuickBooks’ Online versus Desktop version?
A. You can access Online QuickBooks from any computer at any time; it is friendly for either Apple or PC systems; no backup is required; you can invite up to two accountants at no extra cost; and there is no software to install and keep up to date.

Q. What is the undeposited funds account and why is there a balance?
A. These are payments received from customers that have not yet been deposited. It is a “holding account” until a deposit entry is created.

Q. How do I write off payables that we are not going to collect?
A. By Journal Entry (JE). Credit Accounts Receivable: select an offsetting revenue account to debit. You will need to choose the customer’s name.

Q. When purchasing new vehicles or machinery, how do I enter it correctly?
A. If you utilize the Fixed Assets List, enter them on the ITEMS tab when writing the check. Otherwise, they can be entered using a Journal Entry (JE).

Q. Can I open an accounts transfer file in a newer version of QuickBooks for prior years?
A. Yes.

Q. Why is there a balance in the Accounts Receivable account on a cash basis Balance Sheet?
A. A deposit has been made but not linked to an invoice.

Q. Why can’t I see all of the columns on the input screen for Write Check?
A. Your computer’s resolution setting may need to be adjusted. Try 1440 x 900.

If you have any additional questions about QuickBooks, we are happy to help! Please call Mary Ferguson in our Entrepreneurial Services department at (317) 613-7847 or email [email protected].

Jenkins joins firm

Michele JenkinsMichelle Jenkins has joined Sponsel CPA Group as an Administrative Assistant in the Tax Services group. Her duties will include providing administrative support to the tax team, as well as serving the tax services group in delivering prompt attention to our clients’ needs. Michelle has several years of administrative experience. Welcome Michelle! Just in time for an exciting 2016 tax season!

What Were the Craziest Business Expenses of 2015?

Jason ThompsonEver wonder what employees are trying to pass off as legitimate business expenses through the expense reimbursement process? Certify, Inc., a travel and expense software reporting company, has a list of their Top 10 most outlandish things people tried pass off in 2015.

These make for great stories. What’s really amazing is that some of these came not from the financial officer responsible for reviewing the expense report, but were actually sent in by the people who submitted the expense!

I particularly liked the $18,000 night in Las Vegas. That took a lot of guts to put on an expense report. I wonder if that included gambling losses?

Among the others:

  • $400 for a shotgun given to a customer as a gift
  • $85 for a separate hotel room for garlic samples, because the sales person couldn’t stand the smell
  • $1,000 for “adult entertainment”

Head over to the Certify website to read the rest.

All joking aside, occupational fraud is a serious problem, and expense reimbursement fraud is one of the sub-schemes within the asset misappropriation category. According to the Association of Certified Fraud Examiner (ACFE) 2014 Report to the Nations on Occupational Fraud and Abuse, expense reimbursement fraud made up about 14 percent of all asset misappropriation cases, ranking fourth in overall frequency.

Another interesting stat from this survey is that about 50 percent of companies utilize a spreadsheet as the system for the expense reimbursement process. While that stat appears to be in line with what we see across our own client base, there are a number of issues to consider when using this basic system for expense reimbursements.

Generally speaking, a spreadsheet system for expense reimbursements should include/address the following:

  • Communication of the acceptable guidelines for when employees may utilize their own funds to pay for a business related expense. This should be done frequently – definitely more than once after an employee’s initial hire. Ideally, business-related expenses should be paid with business funds whenever possible.
  • A template spreadsheet for reporting the common types of expenditures acceptable for reimbursement.
  • A time limit for submitting an expense for reimbursement.
  • A requirement that expenses submitted for reimbursement be substantiated with an original receipt or appropriate documentation.
  • Independent approval of expenses submitted for reimbursement. This tends to be a critical factor in preventing fraud.
  • Comparison of expenses submitted for reimbursement to a budget or expectation for the expense.
  • Review of trends and ratios for expense categories that are typically reimbursed.
  • Surprise audits of employee’s expense reimbursement submissions and communication to the employee group that these audits occur.

Preventing occupational fraud is an ongoing process. In many instances, oversight or the fear of oversight is an important deterrent. Something as simple as another employee, supervisor or even business owner reviewing an expense report for approval can be enough of a deterrent to prevent fraud in the expense reimbursement process at your company.

If you want to learn more about occupational fraud deterrents, we would be happy to discuss how we can assist you. Please call Jason Thompson at (317) 608-6694 or email [email protected].

7 Actions That Can Trigger Economic Incentives

Doug DaltonNick Hopkins Our nation’s “economic turnaround” continues to take shape. As many different asset classes continue to grow with talent and capital expenditures, some companies may think that their business is too small, is not growing quickly enough, or is not making a big enough investment to qualify for economic incentives.

Governments are interested in attracting new businesses, retaining existing businesses and discovering new investment opportunities to create jobs, promote economic growth and help maintain an area’s economic vitality and quality of life. Additionally, the resulting economic activity helps maintain governmental tax revenues used to support schools, infrastructure and community resources.

State and local governments will offer incentives to assist business growth in their state or community instead of another. Since state and local incentives are offered separately, many states will offer incentives to businesses that create as few as 10 new jobs over a five-year period. Local authorities can offer incentives with capital expenditures of as little as $1 million.

Incentives are customized according to the needs of each business. They can include tax abatements, payroll tax credits, infrastructure grants, lower interest loans, relocation or training grants, special lease or construction terms and tax refund credits.

Navigating through the maze of potential economic incentives available can be tricky and timing is important.

When should your business explore incentives? Prior to hiring new employees, making capital investment or signing lease/purchase agreements.

Here are KEY ACTIONS that can trigger economic incentives:

  • Adding Jobs
  • Buying, Leasing or Building a Facility
  • Acquisition or Merger
  • Relocating Operations
  • Expanding or Downsizing Operations
  • Purchasing Equipment
  • Training Initiatives

Our firms can work in conjunction on your behalf with state and local officials to identify, negotiate and procure incentives for your company. We use a proven process to highlight project fact patterns and propose financial-incentive solutions that benefit both corporate goals and public economic development.

The incentive landscape is complex and constantly changing, which is why it is shrewd to have knowledgeable advisors – including attorneys, CPAs, bankers and brokers – on your consulting team.

For more information about how Sponsel CPA Group and McGuire Sponsel can assist you with incentives, please call Nick Hopkins at (317) 608-6695 or email [email protected]; or call Doug Dalton at (317) 296-6446 or email [email protected].

New Healthcare Reform Penalties Set

Beth McGrawThe IRS has set new penalties associated with the Affordable Care Act (ACA), commonly referred to as Obamacare. They have been increased for failure to file information returns, which includes Forms W-2, 1094-C and 1095-C. The penalties are reduced if the forms are filed late.

The changes apply to 2015 forms filed in 2016. Here is a rundown of the new penalties and other pertinent information.

Failure to file required forms:

  • Per form penalty of $250 (formerly $100)
  • Calendar year penalty limit of $3 million (formerly $1.5 million)
  • For businesses with gross receipts up to $5 million, the maximum calendar year limit is $1 million

There are lower penalties if forms are submitted after the deadline:

  • Submitted within 30 days of deadline — $50 penalty (formerly $30)
    • Maximum calendar year limit — $500,000 (formerly $250,000)
    • For businesses with gross receipts up to $5 million, the max calendar year limit is $175,000
  • Submitted on or before August 1st — $100 penalty (formerly $60)
    • Maximum calendar year limit — $1,500,000 (formerly $500,000)
    • For businesses with gross receipts up to $5 million, the max calendar year limit is $500,000

If the IRS identifies that failure of filing the required information returns is due to intentional disregard, the per form penalty has increased to $500 (formerly $250).

This information is especially important for our clients who are Applicable Large Employers (greater than 50 full-time equivalent positions). If they do not file the required Form 1094-C and 1095-C’s in 2016 for tax year 2015, they will be subject to the above penalties.

The IRS has stated that if a good faith effort is made to file the returns on time for the tax year 2015 filed in 2016, there will not be penalties for errors made on the forms.

If you have questions about how ACA penalties could impact your organization or would like referrals for experts who assist with filing the required forms, please call Beth McGraw at (317) 613-7862 or email [email protected].

Tax Impact of Playing Daily Fantasy Sports

Jared DuncanIf you’ve turned on your TV recently, chances are you’ve seen an advertisement for DraftKings or FanDuel, two of the most popular daily fantasy sports gaming sites. Daily fantasy sports (DFS) are similar to regular fantasy sports, with the main exception being that the contests are held over a much shorter time frame.

Most online gambling and sports gambling in the U.S. is illegal. However, fantasy sports sites claim their contests are legal under a federal law exemption whereby fantasy sports are considered a “game of skill” rather than a “game of chance.”

As these sites have grown in popularity, some states are beginning to challenge the legality of daily fantasy sports within their jurisdiction. Here in Indiana, Republican State Representative Alan Morrison says he plans to revisit a bill he introduced earlier this year.

As tax season inches closer, one question that frequently arises is, “What are the tax consequences associated with playing daily fantasy sports”?

If you are a profitable DFS player and win more than $600 during the year, then you and the IRS will both receive a Form 1099-MISC reporting the income. The income listed on this form should be included by the taxpayer as income on their Form 1040.

The income on Form 1099-MISC is calculated by daily fantasy sports sites with the following formula: Income = (Winnings – Total Entry Fees) + any Bonuses/Rewards.

This is a formula players should keep in their records so they can track their income and plan for any possible tax reporting at the end of the year. As shown in the formula, entry fees are deducted in determining taxable income, but you may also be eligible for more deductions depending on the frequency of play and your individual tax situation.

If you are a casual DFS player, the most common scenario would be claiming any other applicable expenses and losses as a miscellaneous itemized deduction on Schedule A. The caveat is that in order to obtain a deduction for miscellaneous expenses, they must exceed 2% of your adjusted gross income.

Another potential option would be to report the income as business income on Schedule C. This option would allow a DFS player to directly deduct all relevant expenses such as site subscriptions, TV sport packages, internet and phone data. However, the only way a DFS player could report the DFS activity as a for-profit business (Schedule C) is if that player is in the trade of business of being a DFS player (i.e. business vs. hobby loss rules).

If you have any questions regarding the tax consequences associated with daily fantasy sports, please contact Jared Duncan at (317) 613-7848 or [email protected].

Employee Spotlight: Lindsey Anderson

Lindsey AndersonA Manager in the Tax Services department, Lindsey Anderson assists individual clients and companies across a broad spectrum of industries with preparing federal and state income tax filings, projections and compliance issues. Since joining the firm in November 2012, she has played an important role in ensuring the annual busy tax seasons go as smoothly as they do.

Hailing from northwest Indiana, known affectionately as “The Region,” Lindsey grew up playing and loving sports. She played softball competitively from age 6 through all four years of college. She and her husband Mike are avid fans of the Colts and Cubs.

A graduate of the University of Indianapolis with a degree in accounting, Lindsey is a member of the American Institute of CPAs and the Indiana CPA Society. She and Mike have two animal children, Freeney and Vinny. Lindsey volunteers as treasurer for her neighborhood homeowner’s association, and her guilty pleasures are reality television and celebrity gossip.

2016 tax limits set

The Internal Revenue Service (IRS) has issued its new cost-of-living adjustments for the year 2016. These tax limits are adjusted annually according to various economic data and benchmarks. They should be taken carefully into account when doing your tax planning for the new year, whether as an individual or organization. Limits for 2016 have largely stayed the same as 2015. Click here for the complete table of 2016 tax limits.

Here are the new limits for 2016 and the current year:

2016    2015
401(k) deferral limits $18,000 $18,000
Catch-up Contribution to Qualified Plans $6,000 $6,000
Highly compensated employee $120,000 $120,000
Annual compensation limit $265,000 $265,000
Social Security taxable wage base $118,500 $118,500
Section 415 limit $53,000 $53,000
Traditional IRA limits $5,500 $5,500
Catch-up Contribution to IRAs $1,000 $1,000
Healthcare flexible spending account TBA* $2,550
Mileage reimbursement TBA** $0.575/mile

 

*Expected to stay the same

**Mileage rates will be announced in December

Reduced FUTA tax for 2015

Indiana Gov. Mike Pence recently announced the state will pay off the federal unemployment loan, approximately $250 million, using cash reserves. As a result, businesses will not have to pay the Federal Unemployment Tax Act (FUTA) credit reduction of 1.8% on up to $7,000 in wages for each employee for 2015. Some companies may accrue for this additional FUTA liability in January 2016, and will be able to reverse their accrual. Click here to contact Beth McGraw in our Entrepreneurial Services department if you have any questions.

Indiana Tax Amnesty Letters May Be In Error

Jennifer McNettRecently the Indiana Department of Revenue offered a Tax Amnesty Program in which past-due tax bills can be paid free of penalty, interest or collection fees. It covers about 40 different types of taxes for periods prior to Jan. 1, 2013, including individual and corporate income tax, payroll withholding tax and sales tax.

However, there have been a number of reported cases in which individuals and businesses received letters from the Indiana Department of Revenue incorrectly implying they had underreported their liability. Upon further investigation it was revealed that the INDOR was using a third party to send out these letters, which went to an unapproved group of taxpayers.

The state has since ordered the contractor to stop sending the letters and has apologized to taxpayers. But since approximately 150,000 such letters went out in all — about 3% of all taxpayers — it’s led to much confusion about the veracity of the claims contained in the letters.

A follow-up letter is being mailed by the INDOR contractor soon that is supposed to help clarify the taxpayer’s individual circumstance. We are also more than happy to assist you with determining if any action is required on you or your company’s part. If it turns out you do have an outstanding liability owed to the state, the tax amnesty program represents an opportunity to resolve the issue.

If you haven’t yet filed for tax amnesty, there’s still time: it ends Nov. 16, 2015. Call 1-844-TAXES-IN or go to www.taxamnesty.in.gov to start the process of paying your account during the amnesty period.

Again, if you require any assistance or counsel on this matter, please don’t hesitate to contact us.

Call Jennifer McNett in our Tax Services department at (317) 608-6699 or email [email protected].

FASB Changes Could Simplify Debt Rules

MaulikOn July 29, 2015, the Financial Accounting Standards Board (FASB), which establishes financial accounting and reporting standards in the U.S., proposed to simplify rules about debt classification. This proposed change would better align U.S. GAAP with the International Accounting Standards.

Under the existing U.S. GAAP guidelines, debt classification is based on specific rules depending on the type of debt arrangement. Different rules may be applied for a term-loan with covenants than a revolving credit or other specialized types of loans. These guidelines do not clearly address all scenarios.

The goal of the proposed change is to simplify the determination of debt classification. Under the proposed FASB plan, debt that will be settled more than a year from the financial statement date, or that can be deferred beyond that year, will be identified as non-current debt. The planned amendment would also offer a simplified definition of a debt arrangement.

If you have any concerns about this proposal, we would be happy to discuss them with you and assist in directing your concerns to the FASB. As any further updates on this proposal is known, we will be sure to keep you informed.

If you have any questions about this proposal, contact Maulik Khatadia at (317) 613-7860 or email [email protected].

What’s Your Fourth Quarter Game Plan?

Eric WoodruffAs the leaves change color and we dust off our heavy coats, we await the year end with anticipation, and perhaps some anxiety. If you’re a business owner or manager, by now you’ve gotten a very good sense of how the company is doing and whether you will meet your goals for 2015.

It’s also a perfect time to start your year-end planning, making sure everything can be done to make it a really strong year – and springboard into a solid 2016. It’s much like the final quarter of a big game, when strong momentum can not only win the day, but carry over into the next field of play.

Large public companies do more advance planning, usually by necessity or the requirements of being publicly traded. But many small- and medium-sized businesses don’t, and should be strongly encouraged to think further ahead. If you do not plan for where you want to go, any road will take you there!

A great start is to call up your key customers and vendors and invite their sincere feedback on how you’re doing, where the business relationship needs improvement and any untapped opportunities. This could help you improve aspects of the operation that you didn’t know were lagging, or open up new possibilities for revenue and growth.

It’s also a good time to step back and take a macro view of things – the national and regional economy, trends within your industry, geopolitical events that could impact your operations.

After taking a look at the broad picture, next examine the internal infrastructure of your business – especially your human resources. Do you have the right people in the right positions? Have you done performance evaluations, highlighted their strengths and weaknesses, and helped them think about the individual goals to set for themselves in the new year?

This is a great tactic for weaning your team onto a planning mindset, so they can think about how their role fits into the overall team’s success.

You should also take the opportunity to make the hard comparisons – between your company and competitors, and with industry averages in the nation and state. Focus on things like financial reporting, sales, profitability and other key performance indicators. This will help spot weakening areas so you can make the appropriate modifications before it becomes a critical problem.

Fall is your fourth quarter, the time when the game is decided. Work on your game plan and strategy, so your team can find its way to the end zone, now and in the future.

If you need help formulating or implementing your fourth quarter game plan, please call Eric Woodruff at (317) 613-7850 or email [email protected].

Employee Spotlight: Michele L. Wilson

Michele Wilson - smallMichele L. Wilson has been with Sponsel CPA Group for more than three years as a Manager in the Entrepreneurial Services department. Her experience spans multiple industries including hedge funds, investment management, insurance, service, construction, restaurants, broadcast and manufacturing. Her primary duties involve providing CFO/controller support for clients, evaluating and implementing accounting department processes and procedures, and working with business owners, executives and board members to make informed decisions.

Michele grew up in northern Indiana and graduated from the Kelley School of Business at Indiana University in Bloomington. She enjoys running, traveling and backpacking with her husband and two children. Michele also volunteers with Casa del Toro, a pit bull rescue group, by providing a loving, nurturing foster home for pups in need.

Get Out of the Weeds: THINK Strategically!

Jason Thompson thumb“In the Weeds” is a saying commonly used to describe being immersed or entangled in details. For many business owners, managing the day-to-day details (the weeds) of the business is a constant task. Thus being stuck in the weeds leaves a business owner with little, if any, time and energy to think strategically.

In managing time and energy, it’s important to distinguish between tactical and strategic matters. Tactics cover the day-to-day details necessary to keep a business running smoothly, such as maintaining customer relationships or making sure deadlines are met. Strategy is long-term. It is the planning that incorporates broader goals for continued and future success.

Are you driven by tactics or strategy? Knowing which one drives you is vital if you are going to successfully allot time for strategic thinking.

Some business owners are driven by tactics, so dealing with day-to-day details is rewarding to them. If you like spending time in the weeds, then you will probably need a push from someone outside your company to get you to do strategic thinking.

For other owners, the weeds are the last place they want to be. Unfortunately, many of these owners get pulled into the weeds regularly because they are the owner. Having the right people doing the right things is a must for these individuals if they are going to get out of the weeds and think strategically.

Regardless of which camp you are in, strategy is important. Formulating your strategy can be as simple as having a vision and a direction for the future. Where do you want to go? What benchmarks would you like to achieve? Once you’ve identified these goals, then you’ll need a map for how to achieve them.

The map tends to surface as “action steps” or initiatives that move the company toward the vision. Monitoring of the action steps with the existing daily tactical activities is a good way to assess whether or not the company is moving in the direction you want to go. If there isn’t much movement, then it may be time to revise the action steps.

A key to making a strategic initiative successful is making sure everyone in the business, from the old timers to the latest hire, understands the initiative and steps for getting there. Encourage your workforce by illustrating to them how their role fits within the overall strategic blueprint.

Communication of the plan to your key personnel is especially important. Not only should they be taking time — whether it’s daily, weekly or monthly — to think strategically, they should also be a messenger to the entire workforce about the plan and how employees can help.

Strategic goals can be addictive, meaning once you begin the process of setting goals you want to tackle everything at once. Keep in mind, strategic movement is a continuous process. Thus, two or three goals a year are usually all most businesses and employees can accomplish. Prioritizing and focusing on the most critical initiatives increases the chance of effectively addressing them — and thereby creating opportunity to move on to other issues.

Making time for strategic planning isn’t easy; if it were, everyone would do it regularly. The weeds are going to get in the way, but keep in mind the benefits of regular strategic planning tend to be exponentially more valuable to the vitality of your enterprise than any short-term hiccup in day-to-day operations.

The age old adage is true: owners that work on their business see more success than those who choose to work in their business.

If you would like to talk about assessing your enterprise from a strategic standpoint, or have questions or comments, contact Jason Thompson at (317) 608-6694 or [email protected].

Sponsel CPA Group’s Growth Recognized

The Indianapolis Business Journal recently released their annual list of the 25 Largest CPA Firms in Indianapolis. Sponsel CPA Group moved up four spots to the 20th largest CPA firm in the local marketplace. Sponsel CPAs is also the youngest firm in the Top 25 list. We are very proud of our growth and believe it is an affirmation of the quality services our talented team offers. We also believe our relationship-based model is what made us “A New Kind of CPA Firm” when we started six short years ago. We would like to thank all of our supporters who have been a part of our journey as we endeavor to live up to the trust imbedded in our relationships!

Recruiting in full swing

On Oct. 6-8 Sponsel CPA Group hosted nearly 40 college recruits for open positions and internships. Most of them were juniors or seniors from colleges in the region. Team members also visited a number of campuses over the past month to interview aspiring accountants. As we continue to grow, we are always looking for the top talent!

INCPAS Valuation Conference

Senior Valuation Analyst Amber Hoover and Tom Sponsel spoke at the Indiana CPA Society’s first-ever Business Valuation Conference on Sept. 18. Their presentation was titled, “How to Best Scope a Project and Manage Client Information.” We are always happy to share our valuation expertise with other thought leaders.

Why Does Business Value Change?

Amber HooverOne interesting question that comes up during a valuation engagement is if the value of a company can change on a day-to-day basis.

While this may be true for publicly-owned companies, since stocks change price every day, it is not something that is generally experienced in privately held businesses. For these businesses, the value shift occurs over time.

Here are some examples of reasons for a change in business value:

  • Addition or loss of a significant customer
  • Introduction of a new product or service
  • Change in management/depth of management team
  • Expansion of services into new locations

While all of these events would impact the cash flow of a business, resulting in an increase or decrease in the company’s value, none of these happen overnight. Even a change in key personnel tends to take a period of time to impact a Company’s value.

Owners always strive to avoid a decrease in the value of their business. Even when significant events occur, there may be ways to mitigate the situation or plan in advance to cope with the changes. Good backstops include having a working capital reserve, a solid budget in place, formulating an action plan to grow the business and a succession plan for management.

There are obviously many risks associated with running a business:

External risks – events or trends the owner can’t control

  • Economy – national, regional and local
  • Industry changes – broad changes in the industry such as technology shifts
  • Geographic events – e.g., recently problems at an Indiana oil refinery boosted gas prices and transportation costs for the entire region

Internal risks – risks the business owner has control over

  • Financial risks – cash flow problems, defaulting on a loan, etc.
  • Operating risks – problems associated with the day-to-day running of the company
  • Are your workforce skillsets diversified? Can a job be easily transitioned to another person?
  • Not enough cash flow to pay for operations of the business or finance the growth of the business
  • Is there sufficient workforce in place to meet demands?

As you can see, there are many factors that can affect the value of a privately held business over time, and many opportunities to ensure it doesn’t taper off.

The important recognition for the business owner is to focus on the factors that drive value into the business and create wealth. Very few companies are successful without proper planning. The owners must be deliberate in their actions and demonstrate prudent leadership to create and enhance the wealth creating factor for that enterprise.

If you would like to talk about planning within your business or have further questions or comments, please contact Amber Hoover at (317) 613-7844 or [email protected].

What’s Keeping You Up at Night?

If you’re a business owner/manager, no doubt some of these thoughts have kept you up at night at some point:

  • Is the company lacking timely financial information?
  • What is the company’s cash position?
  • Do you continually receive excuses why monthly reports are not complete?
  • Are you concerned that your current controller might unexpectedly quit?
  • Are you working overtime on tasks that are unrelated to growing the business, such as determining what bills to pay, preparing for meetings with accountants, lawyers, bankers?
  • Are you worried about the direction of the business?
  • Are you concerned about the company’s gross margins and profits?
  • Do we need help for strategic planning?

If so, have you considered outsourcing the CFO or Controller for your business?

Quite often, small- to mid-size companies are unable to afford the cost of a full-time Chief Financial Officer. Outsourcing CFO services on a part-time basis is becoming an increasingly popular option. Outsourcing a part-time CFO allows many smaller and mid-sized companies access to expertise from a financial and operational perspective. Additionally, outsourcing eliminates the risk of hiring a CFO before your company has the resources to support it.

Outsourcing can be tailored to your individual circumstances or needs:

  • As needed basis — Retain a CFO on an as needed basis; it can be 8 hours/week or 3 days/ month.
  • Specific project or assignment basis — Engagement is complete once project is complete.
  • Interim basis — Temporarily fill CFO position until permanent CFO can be found.

At Sponsel CPA Group, we can provide your organization with an experienced CFO or Controller on an outsourced, part-time basis at a fraction of the cost of a full-time employee. We will work with you to determine the best fit for your organization.

What can our CFO/Controller services do for you?

  • Work on providing timely and accurate financial statements.
  • Evaluate the company’s internal controls and assist in implementing improved controls to help minimize the risk of fraud and embezzlement.
  • Assess processes and procedures in the accounting and finance department, i.e. “Are the right people in the right seats?”
  • Generate analysis reports using metrics relevant and useful to non-financial managers.
  • Create a dashboard of key financial and operating information for CEO and staff, tailored to the company’s unique business drivers and financial indicators.
  • Develop a 90 to 180 day rolling cash forecast.
  • Prepare financial projections.
  • Find and negotiate financing as needed.
  • Help manage working capital.
  • Develop an annual budget.
  • Evaluate current results against budget.
  • Select and implement accounting software.
  • Coordinate audits.

Think about what is keeping you from growing your business – about the things that are keeping you up at night, and how to obtain peace of mind. Perhaps outsourcing your CFO/Controller is the right move for you.

Employee spotlight: Eric Woodruff

Eric WoodruffWhen Eric Woodruff first joined the staff of Sponsel CPA Group at the firm’s founding, he was one of the youngest accountants on staff. Now a Manager in the Audit & Assurance Services department, Eric is one of the company’s most client-facing leaders and serves on the recruiting team to find new talent at Indiana college campuses.

“My time at Sponsel has been very rewarding,” Eric said. “Some of the students that I helped recruit have come to the firm and taken over responsibilities that I used to have. It’s amazing to watch them grow in their abilities, and in turn it’s given me an opportunity to be challenged with new and more things.”

He works with clients across a broad range of industries, including construction, manufacturing, distribution, service and non-profit, performing audits, reviews and compilations as well as audits of employee benefit plans.

Eric enjoys working for a CPA firm that places a special emphasis on family-owned entrepreneurship. Born in Liberty, Ind., he grew up working for his father, a third-generation business owner, and continued doing so through college.

He is a graduate of the University of Indianapolis, an avid Cincinnati Reds fan, donates blood regularly at the Indiana Blood Center, enjoys backpacking and competes in sprint triathlons. He is also a member of the Finance Committee for Jameson Camp, which helps young people develop self-respect and confidence through outdoor activities.

How to Make Electronic Tax Payments

Lindsey_Anderson_smallFiling your federal and state income taxes can be burdensome for business owners and individuals. It is possible to arrange to pay your taxes electronically, but many people who have never done it before can find it challenging.

Sponsel CPA Group is here to help with a handy set of step-by-step instructions for paying your federal and Indiana taxes online!

Electronic Federal Tax Payment System (EFTPS)

Some businesses were pre-enrolled in EFTPS, but individuals were not. Individuals can still register with the service and use it to pay any balance due from their federal tax return, as well as make quarterly estimated tax payments. The website also allows you to track payment history.

If you’re not already enrolled, go to https://www.eftps.gov/eftps/ and follow these instructions:

  • Click on the “Enroll” button.
  • Accept the terms and choose “Enroll me as an individual.”
  • You will then be prompted to enter personal information such as social security number, name, address, bank information, etc.
  • Within five to seven days after enrolling, you will receive a PIN and enrollment number via U.S. mail. This letter will also have instructions as to how to complete the registration process including creating a username and password.

Once you’re registered, it’s easy to make payments online by logging in and following the prompts. Tax payments must be submitted one calendar day before the tax due date in order for the payment to be processed in a timely manner. You can make payments up to 365 days in advance if desired. You will receive an Acknowledgement Number as proof of payment. Make sure to retain it for your records.

If you still prefer to enroll by phone and “snail mail,” call (888) 725-7879 to request an enrollment form by mail. You will complete the form and receive a PIN within seven business days after EFTPS receives your enrollment form. Then call (800) 555-3453 anytime to make a telephone payment. You will need your social security number and EFTPS PIN.

Indiana Department of Revenue ePay

Indiana’s ePay system allows individuals and businesses to make bill payments, estimated tax payments, extension payments and balance due income tax payments. You do not need to register an online account with the ePay system.

Go to http://www.in.gov/dor/4340.htm and click on “Get Started” near the bottom of the page.

  • Select the type of payment you would like to make (i.e., Tax Return Payment, Estimated Payment, etc.).
  • Enter your personal information as prompted. The website will ask for information such as filing status, social security number, payment amount and tax year to verify your identity.
  • Continue through the prompts until the payment is submitted.

Indiana ePay payments can be scheduled up to 90 days in advance using the electronic check feature. Electronic checks require a $1 fee. If using a credit card, a sliding fee will be charged based on the amount paid.

You will receive a Payment Confirmation Number and/or Electronic Transaction Number as proof of payment. Make sure to retain for your records.

If you need any assistance with setting up electronic tax payments, please call Lindsey Anderson in our Tax Services department at (317) 608-6699 or email [email protected].

Expansion project complete

The upgrade and expansion of our office is now complete! People are moving into their new work spaces and decorations are going up on the walls. We’re very proud of our “new” home and thank our clients and staff for their patience during the construction process.

See the latest photos here!

We’re recruiting!

Our firm is beginning the process of recruiting young accountants to start in early- or mid-2016 upon college graduation. Our recruiting team will be visiting a number of Indiana colleges and universities campuses to interview prospective seniors. We’re also on the lookout for promising interns. Visit our careers page for more information and a schedule of campus visits.

Expansion project nearly complete!

Our renovation and expansion project is just about complete! We’re hanging the wall decorations and putting the finishing touches on as people move into their new workspaces.

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Indiana Offering Tax Amnesty This Fall

Jennifer McNettThere are many reasons individuals and businesses fail to pay their taxes: a lack of oversight, a lack of funds or being just too plain busy to notice the due date has slipped by.

Fortunately, the Indiana Department of Revenue is offering a Tax Amnesty Program this fall. From Sept. 15 through Nov. 16, 2015, past-due tax bills can be paid free of penalty, interest or collection fees. Approximately 40 different tax types for periods prior to Jan. 1, 2013, are eligible, including individual income tax, payroll withholding tax and sales tax.

This is a limited-time opportunity that should not be wasted, as it may not come again with the opportunity to avoid penalties and other costs. It’s not quite a “Get Out of Jail Free” card, but it is a strong one that you’ll want to play if eligible.

One of the biggest issues is that companies or individuals may not even be aware they’re delinquent on their taxes, especially if there’s been a change in address, name, etc. Another frequent problem is underreporting your tax liability due to internal accounting error, etc.

It may be wise to enlist the services of your trusted tax advisor to help. They can also assist you in establishing a payment plan for liabilities after Jan. 1, 2013.

Call 1-844-TAXES-IN or go to www.taxamnesty.in.gov to start the process of paying your account during the amnesty period.

Additionally, the Department is planning to hold free one-hour informational seminars on the 2015 Tax Amnesty. If you’re interested in attending one, let me know and we can explore the possibility of hosting one through Sponsel CPA Group.

The amnesty program is a win-win for taxpayers and the state budget. The first $84 million in recovered funds will go toward the Indiana Regional Cities Development Fund, with the next $6 million being allocated to the Department of Transportation for the operation of the Hoosier State Rail Line. Any remaining dollars will go into the state’s general fund.

If you need any assistance with past due tax liabilities, please call Jennifer McNett in our Tax Services department at (317) 608-6699 or email [email protected].

Fun Event for Sponsel team

The Sponsel CPA Group team took a well-deserved break this week for a Fun Event held at Buffer Park Golf Course. Employees got a chance to try their hand at golf and enjoy some time for morale-boosting.

Check it out!

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New Tax Deadlines for Corporations and Partnerships

Liz BelcherThe new Transportation Act signed into law by President Obama on July 31 was the object of much political wrangling. And more partisan bickering is likely on the horizon: the bill is essentially a three-month stopgap extension of the Highway Trust Fund.

What you may not be aware of is that the act includes a number of permanent key tax provisions, including revised due dates for tax returns of partnerships and C corporations. Here’s what you need to know.

Currently domestic corporations, including S corporations, file their returns by the 15th day of the third month after the end of their tax year. So corporations using a calendar year file by March 15 of the following year. Partnership returns are due the 15th day of the fourth month of the following year, or April 15 for those with a calendar year.

Because due dates for partnership and individual tax returns have been the same, individuals with partnership holdings often have to file for an extension because Schedule K-1 forms are not available in time.

Under new rules established by the Transportation Act, tax deadlines for both partnerships and S corporations will be the 15th day of the third month after the tax year, or March 15 for those with a calendar year. By having partnership returns due a month earlier, that should save some partnership holders from scrambling to file their individual returns.

Meanwhile, returns for C corporations are pushed back one month, to the 15th day of the fourth month after the tax year, or April 15 for those using the calendar year.

These changes are generally effective for returns for tax years beginning after 12/31/2015. For C corporations whose fiscal year ends June 30, a special rule will allow the change to be deferred for 10 years, i.e. the 2026 tax year.

Also beginning for 2016, the IRS is allowing for longer extensions to file certain forms under the new law. These include:

  • U.S. Return of Partnership Income (Form 1065): Extension maximum is increased from 5 months to 6.
  • Annual Return/Report of Employee Benefit Plan (Form 5500 series): Maximum extension is increased from 2½ months to 3½ months.
  • U.S. Income Tax Return for Estates and Trusts (Form 1041): Extension maximum increased from 5 to 5½ months.

Additionally, FinCEN Form 114 is used to report a financial interest in or signatory over a foreign financial account. The Form 114 currently must be received by the Department of Treasury on or before June 30th of the year immediately following the calendar year being reported. Under the new law, for returns for tax years beginning after 12/31/2015, the due date of the FinCEN Form 114 will be April 15 with a maximum six-month extension ending on October 15.

If you want an analysis of how these revised tax deadlines will affect you, please call Liz Belcher in our Tax Services department at (317) 613-7846 or email [email protected].

Employee Spotlight: Mary Ferguson

Mary FergusonMary Ferguson has been with Sponsel CPA Group since the beginning. A Manager in the Entrepreneurial Services department, she is a QuickBooks Certified Pro Advisor whose duties include installation, training and setup of QuickBooks for clients. She also provides bookkeeping on loan services, payroll processing, Family Office services and review/analysis of financial statements.

“The Entrepreneurial Services Group has nearly doubled since the firm’s founding six years ago. My own growth as a manager has come with the evolution of technology, the addition of younger staff and unique client needs,” Mary said. “As a firm, Sponsel CPA Group has consistently provided the resources and tools necessary to achieve this development.”

An Indianapolis native, Mary went to the first middle school in the IPS system, Forest Manor Middle School, and graduated with honors from Arlington High School. She earned her bachelor’s degree in business and accounting from IUPUI.

Mary and her husband, Stan, met in college and have been married 32 years. They have two sons, Zachary and Pleas, and were thrilled to welcome their first grandchild last December when Pleas and his wife had a daughter, Tierra Renee. Zachary is currently engaged to be married.

In her spare time Mary enjoys sewing, walking and Zumba. She is a volunteer mentor at New Tech High School and serves on the board of the Greater Gethsemane Missionary Baptist Church Summer Youth Academy (SYA).

Great Business Owners Often Neglect Personal Finances

Tom_SponselYou’re an all-star business owner/manager. The company is growing, revenue forecasts are all pointing up, and new opportunities seem to be lining up before you. Everything’s looking great… except for your personal finances.

It’s a conundrum we’ve encountered all too often as CPAs: a world-class business owner whose company ledger is all tidy, while their own family finances are in disarray with minimal planning in place.

It’s not necessarily surprising, if you think about it. Top-notch business people obsess so much about their company, thinking strategically about its growth, that they lack the time and energy to place a similar emphasis on their own future. It’s like a person who keeps their professional work space shiny as a penny, while their house is cluttered.

In looking at the personal financial issues of business owners, they’re often deficient in one or more of the following areas:

  • Lack of diversification in investment portfolio
  • Lack of estate planning
  • No will or outdated will
  • Underinsured or not insured
  • Not planning for retirement

As a business owner, it’s natural to have confidence in your own enterprise and see it as your best investment. But it’s important to diversify your holdings so you can reap the highest return and protect yourself against calamity. The Great Recession wiped out many owners who hadn’t planned for such a possible event. Think of diversification as your armor and shield.

In terms of estate planning and wills, it’s surprising how many people in their 40s, 50s or even older have not done any at all! More commonly, people make out a will and a plan for passing on their accumulated wealth but leave it untouched for years – even decades.

If you don’t have a will, implement one immediately. Ideally, wills should be updated every two to three years. Circumstances can change greatly during that time, whether it’s the need for new trustee or a redesignation of your favorite charities you want as beneficiaries.

Some business owners fail to properly insure themselves personally – life, disability, home, personal property, etc. – because they are optimistic people, or would rather spend the premiums on something else. Like diversification, it’s a matter of protecting yourself against the unforeseen. Consult with a trusted insurance broker to actively manage your risk exposure.

When retirement age approaches, business owners often don’t have an exit strategy. Much of their wealth may be tied up in the company, so it’s a matter of monetizing that so you can enjoy the retirement they desire. Succession planning can seem daunting if you haven’t thought about it before. I suggest reading our series of articles as a good starting place.

It’s also important to talk to your spouse or other family members about retirement: where you want to go, what you want to do, etc. A solid foundation of communication is the basis for an enjoyable retirement. Ask yourself and your loved ones the hard questions.

Given increased life expectancies, it’s more important than ever to plan properly for a secure and happy retirement. Don’t get so wrapped up in the day-to-day challenge of running your business that you lose sight of your own needs and responsibilities. Your family and loved ones deserve as much!

If you need advice on bringing your personal financial picture into sharper focus, contact Tom Sponsel at (317) 608-6691 or email [email protected].

Tom Sponsel featured in Exit Plan Show

Managing Partner Tom Sponsel is featured in a new video from the Exit Plan Show, a web TV series dedicated to helping business owners enjoy more freedom, grow companies faster and retire on their own terms. Watch it now!

Renovation nearly complete

As you can see from the latest set of photos, the renovation and expansion of the Sponsel CPA Group office space is nearly complete. The resulting 50% increase in office space will be a huge boon as we continue to increase our staff and ambitions. Work should be finished by September. When completed, we will occupy nearly the entire fourth floor of the Capital Center North Tower. Thank you for your patience during this process!

New look!

You may have noticed this month’s newsletter looks slightly different. We’ve switched over to a “responsive design” format so this message will scale to various formats. Try reading us on the go on your smartphone or tablet!

Tom Sponsel featured in Exit Plan Show

Managing Partner Tom Sponsel is featured in a new video from the Exit Plan Show, a web TV series dedicated to helping business owners enjoy more freedom, grow companies faster and retire on their own terms.

Renovation nearly complete

The renovation of the Sponsel CPA Group office is nearly complete! The 50% increase in space is readily apparent from these latest photos.

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The Benefits of Inventory Cycle Counting

Mike BedelRecently Sponsel CPA Group has shared advice with you about checking in on the financial health of your organization and your progress towards 2015 goals now that we’re past the mid-point of the year.

Another area to focus available resources now is on inventory control. Many organizations that hold inventory dread the year-end physical counting of inventory – typically performed as close to December 31st as possible.

The year-end inventory observation is important to provide a clear picture of the assets on hand for your year-end financial statements. But it is often accompanied by a lot of stress. You can work to reduce the strain by planning ahead now.

If your company does not perform smaller counts of inventory throughout the year, referred to as “cycle counts,” you should consider doing so. Taking small cycle counts throughout the year helps increase the accuracy and reduce the time spent on year-end physical inventory observation.

If your company already performs some cycle counts, this is a great time to check your schedule of counts and make any adjustments necessary. If you’ve bumped into some problematic counts so far this year, schedule those areas again before year-end. Ideally, your cycle count schedule should set you to count everything in inventory throughout the course of the year.

Implementing a successful cycle count system now can save your organization time and money at the end of the year – but you can’t wait until December 31st to make these changes. If you have questions about your inventory controls, please give us a call!

If you’d like to know more about setting up a system of cycle counting, contact Mike Bedel at (317) 613-7852 or email [email protected].

What Does Your 2015 Halftime Report Look Like?

Mike_Bedel_smallAs the sights and sounds of the fireworks fade, we find ourselves already at the halfway point through the calendar year. In many sports this is a time to pause, reflect on how well the team has performed so far, and make adjustments in the game plan to better prepare them for success in the second half.

Why shouldn’t we do the same thing in our business endeavors?

Hopefully your company or organization has already started off 2015 on the right note by establishing some metrics at the beginning of the year – especially a budget. (If you haven’t, it’s never too late to start!)

Take a look at the benchmarks you made for financial results, such as revenue growth, capital expenditures, personnel costs and so forth. Are your projections living up to expectations? Are you achieving your targeted milestones?

If not, start asking why – and what can be done to get the team back on track.

Did external events affect your sales, such as a worsening economic outlook? Did you pick up new customers beyond expectations, or lose more than you should? Is it possible that you just made bad assumptions at the beginning of the year, which now must be revised in line with actual performance?

It can be a struggle to perform this sort of honest assessment. As anyone who’s ever been the owner or manager of a business knows, you strive so hard working in the company every day that you don’t take time to work on the business. But undertaking these sorts of regular, periodic evaluations of your organization’s actual results is critical to growing stronger and more competitive in the marketplace.

When you’re looking at the numbers, also go beyond the dollars and cents to look at the off-line factors that can crucially affect a business: employee satisfaction, turnover, etc.

Mid-year is a good time to determine if you need more bodies to shore up the segments of your operation that hold the most potential for revenue generation – or if you need to remove poor performing team members who are not adding value to your team.

A good practice when doing these kinds of assessments is to look at not only your internal projections, but compare to broader industry standards. If, for example, you’ve suffered a sharp seasonal dip in revenue that your competitors have not, then something needs to be addressed.

If you’ve done well and don’t see any black marks on your team’s performance up till now – don’t just coast on your success!

If you’ve managed to exceed your forecast and do better than planned, now it’s time to ratchet up your expectations. Point your vision even higher and raise your results. Don’t use accomplishment as an excuse to slack off.

If you need help in assessing your organization’s performance at the halfway point, contact Mike Bedel at (317) 613-7852 or email [email protected].

Employee Spotlight: Liz Belcher

Liz BelcherLiz Belcher bleeds IU red as a graduate of Indiana University’s Kelley School of Business and avid fan of its sports teams. In some ways she never really left Bloomington – splitting her time between there and Indianapolis.

After being born and raised in Indy and joining Sponsel CPA Group in the Tax Services department, Liz returned to the IU main campus to oversee the firm’s Bloomington office. Now a Manager, she works on the personal, business, trust and nonprofit income taxes of clients across a broad spectrum of industries. She also handles financial planning for both personal and business needs, and acts as a liaison between tax authorities and clients.

Liz graduated from Roncalli High School and has always been an avid sportswoman. She and her husband, Ryan, are devoted Colts fans in addition to IU sports. She volunteers with the Marion County Commission on Youth (MCCOY), serving as treasurer for the non-profit group, which advocates for the positive development of local youth and supports the youth worker community.

The Belchers are excited to announce they are expecting their first child next January. As the first grandbaby on both family sides, they are preparing for an onslaught of spoiling from new grandparents and four very happy soon-to-be-aunts!

Diversity of Thought Is Good for Business

Nick HopkinsSmart business people strive to promote diversity in their organizations. And it’s not just the usual factors of race, gender, etc. that matter. You should also endeavor to have diversity of thought among your staff, especially the management team.

When everyone approaches the business from the same mindset, it ends up being an operational liability. Because when you’re tackling a problem or planning for the future, you need a range of methods and ideas to have the best chance of finding the path to the greatest success.

It’s easy to fall into the trap of homogenous groupthink. People tend to want to associate with others like themselves, with similar experiences and world views. Those who are alike naturally then join into endeavors together. As the company grows, they invite others like themselves into the team.

Before long, you’ve got an organization in which everyone more or less thinks the same way.

Another reason diversity of thought can be a challenge is that a range of opinions means more conflict will occur, and in a business setting many managers assume conflict is always a bad thing. It isn’t. A better way of looking at an issue is to value those with different opinions than our own. And this should extend to the management team and employee pool. Respectful debate bonds your team and will produce a better solution.

An owner/manager should never surround themselves with yes-women and yes-men. Good managers want people on their team who don’t reflexively agree with them. They seek out differing opinions and novel ideas. They allow the team to hash out its different approaches and from them select the one that’s right for the entire organization. One concept may prevail or another will – or a fusion of many.

When you have diversity of thought, it also provides you with the ability to see how someone else perceives an issue. By having that understanding, you can accelerate the path to identifying a solution.

This is a valuable tool for understanding a customer’s situation. Having people who see things from different sides can help head off client dissatisfaction, and pre-emptively avoid a problem in a quick and satisfying manner.

Prudent business owners want to know when clients have a complaint with their product or service. That way they can address emerging issues before they harm the reputation of the entire company. It’s like the old business adage: if a customer is happy, they’ll tell one person. If they’re unhappy, they’ll tell 10 people.

At Sponsel CPA Group, one of our best methods for encountering diversity of thought is by serving on the boards of civic or nonprofit organizations. The best of these boards have people from a broad spectrum of backgrounds who can come to a solution that’s satisfactory to everyone. Listen to these people, especially when you’re looking for recommendations on who to add to your own team.

By being respectful of others’ opinions and encouraging people to openly disagree and share other points of view and ideas, you will emerge with a diverse team that’s stronger than its dissimilar pieces and your success will follow.

If you need advice on how to promote though diversity in your organization, please call Nick Hopkins in our Tax Services department at (317) 608-6695 or email [email protected].

Scoles joins firm

Ben ScolesWe are pleased to welcome Benjamin Scoles as the latest addition to our growing team! He has joined the Entrepreneurial Services department as a Staff accountant. A CPA with five years of public accounting experience, Ben has experience in tax preparation for corporations, partnerships, estates and trusts, as well as experience in various building trades. An IUPUI graduate with a bachelor’s degree in accounting and finance, he is also a certified Quickbooks ProAdvisor.

Expansion continues

Our renovation and expansion project is now midway! Please excuse any inconvenience while this ambitious undertaking is underway. Work should be completed by September, resulting in a 50% increase in office space.

Click here for the latest construction photos.

More progress on renovation!

Our renovation and expansion project continues! It’s amazing how much progress they’ve already made in just a few weeks. Get the full details on our ambitious project by clicking here.

Here are the newest photos:

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July reno 6

Hit the Beach, Root Out Fraud

Jason Thompson thumbIt’s June and summer is in full swing: the weather is hot, kids are out of school and the pool is open. Summertime for many also means vacation, so where are your employees going this year? Did you know the answer to that simple question could be an indicator of whether there is fraud in your business?

Sound crazy? Let’s take a look at the “fraud triangle” to find out how.

The fraud triangle is in essence an explanation of why fraud occurs. The triangle has three elements: Opportunity, Pressure and Rationalization.

Opportunity tends to manifest itself when an employee has access to a business asset and also controls the reporting of that business asset. Pressure is a motivation or incentive to do something, while rationalization is the mental justification for doing it.

When all three elements exist, an employee is more likely to commit fraud.

Opportunity is the element employers have the greatest ability to control. Eliminating opportunities for employees to commit fraud lowers the risk of it actually happening. One way to limit opportunity is through the cross training of employees to do the work of another employee when they are away from the office.

This tends to happen when people take vacation or are out sick. Thus a rotation of duties is helpful in preventing fraud in a business.

Going back to the vacation question, what does the answer tell us about an employee? In most cases the answer is not something to be concerned with, because in general people are good and behave accordingly.

However, an employee who doesn’t take vacations may be someone worth looking into. If you have an employee like this who is also very protective of their work and activities, refusing to share or let other employees help, this should be a red flag they may have something to hide.

At the other end of the spectrum, an employee going on an extravagant vacation given their level of compensation may also be something to watch for. While this may not be an issue in the particular situation, a common characteristic of fraudsters is spending beyond their means.

Do you know where your employees are going on vacation — or not going — this summer? Maybe you should.

If you would like to talk about a potential fraud situation in your business, or have questions or comments, contact Jason Thompson at (317) 608-6694 or [email protected].

Sponsel CPA Group expanding office

Sponsel CPA Group has renewed its lease at Capital Center North Tower, and is currently undergoing an expansion and renovation to its office space.

The company will increase its square footage from 11,000 to 16,500 square feet, or 50 percent. When work is completed in September, Sponsel CPA Group will occupy most of the fourth floor of the building. The firm was recognized as one of the fastest-growing accounting companies in the country by Inside Public Accounting in 2013.

“We’ve experienced such tremendous and sustained growth in our staff and client base that it was only a matter of time before we needed to expand our physical space,” said Tom Sponsel, Managing Partner. “We’re very excited about the project, which will include many new upgrades and finishings. The enhancements will benefit not only our clients but our entire team as we grow to serve their expanded needs.”

Guard Tax Returns Against Identity Theft

Nick HopkinsAt least 9 million Americans are the victim of identity theft every year, according to the Federal Trade Commission. You have no doubt read about cases in the media where large retailers such as Target have had their customer databases hacked. It’s become an all too common characteristic of modern society, where purchases and other financial exchanges are often handled digitally.

What you may not know is that the most common type of identity theft happens not when a person makes a transaction, but through the filing of taxes.

The FTC reported more than 100,000 complaints of tax-related identity theft in 2014, higher than any other source — the fifth straight year it topped this infamous list.

One of the most common tactics by criminals is to file a fraudulent tax return on your behalf and claim a refund. Tax filings are a good source for cyber-thieves because they typically contain all the pertinent information they need: name, address, date of birth, social security number, financial accounts, etc.

Some ID thieves work singularly or in conjunction with others, such as an employee in the mortgage industry who sells lendee information to computer hackers. Sometimes criminals will even use the identity of a minor who is still in school or a deceased person.

In one famous case, a records clerk at a corrections facility stole the IDs of more than 1,000 prison inmates and filed false federal and state tax returns for them!

In many cases, victims do not even know they are the victim of tax-related ID theft until they receive a notice from the IRS indicating that multiple returns have been filed, or that wages were reported to them from an unknown (and likely bogus) employer.

Correcting the fraud and collecting your actual tax refund can be a lengthy and frustrating process. The Treasury Inspector General for Tax Administration (TIGTA) found it took the IRS an average of 278 days to resolve identity theft cases.

Often the fraudulent filings happen at the very start of the tax filing season. IRS officials have said that $17 million worth of ID theft happens on the very first day taxpayers are eligible to file a return. To combat this, the IRS and FTC recommend filing as early as possible to get ahead of the thieves.

Federal officials are working to crack down on tax-related ID theft. The IRS claims that during the period of 2011-14 it stopped 19 million suspicious returns and protected more than $63 billion in fraudulent refunds. They are also now issuing special identity protection PIN numbers (IP PIN) to victims of identity theft to use when filing subsequent returns.

If you think you have been the victim of identity theft, there are a number of steps you should take. After confirming that ID theft has occurred, you should file theft complaints with the FTC, credit agencies, local law enforcement and the IRS. You will then receive a notice from the IRS with instructions on how to proceed.

You would also do well to obtain the services of a professional who can help you navigate the financial and legal jungle of reclaiming your identity, and obtaining peace of mind.

If you have been the victim of tax-related identity theft or want to know more about how to prevent it, please call Nick Hopkins in our Tax Services department at (317) 608-6695 or email [email protected].

CFO Services a Good Fit for Growing Companies

Lisa_PurichiaIt’s good to be growing – something we know well here at Sponsel CPA Group. But growth also brings challenges to a company, particularly when it comes to managing finances and keeping the books properly.

That’s why we offer CFO Services; to help striving businesses keep their financial picture in clear focus. Essentially, they can outsource as much or as little of this function as they want so they can put their maximum effort toward keeping their business on a growth track.

Unlike some other accounting firms that offer only standard packages for financial management, Sponsel CPA Group custom tailors our CFO Services to fit each individual client. Some companies keep the bookkeeping function in-house but rely upon us for financial reporting and oversight. Others wish to outsource their entire accounting function.

Speaking broadly, though, clients who find a need for these services fall into three general growth stages.

The first is the startup company that is still establishing itself in the marketplace. In most cases, the lead entrepreneur was handling the books themselves. Now the cash is beginning to flow and they need an improved system for understanding their financial condition.

In this case, we would typically help establish a system for filing accounts payable and receivables, and put in a system of prudent financial management procedures. We can help set them up with QuickBooks or expand their knowledge of how to use QuickBooks, for everything from billing invoices to printing disbursement checks.

Next is the established company that needs more rigorous financial oversight, but doesn’t yet have the revenues to justify hiring a full-time controller. Our team can come in to assess the accounting function and the employees performing it. We would make suggestions for changes and could then effectively manage the client’s accounting department going forward.

Here we’re trying to enhance functionality and increase productivity. Typical things include using remote capture for incoming checks rather than physically running them over to the bank, paying employees via direct deposit, and streamlining financial reporting.

Finally there are small- to medium-sized businesses that need detailed analysis of their expenditures and revenue sources. Here we can provide a “CFO for hire” who physically comes to your workplace on a regular basis to oversee the accounting function and provide executive-level counsel to the business owner(s).

In this case, the business owner often has expertise in areas other than accounting – marketing, sales, technical – and prefers to hand off financial management to a trusted partner. We can provide all the benefits of a CFO without having to expand the “C-Suite” of executives.

Our team is quite experienced at handling outsourced CFO Services, and would be happy to provide a more detailed picture of how we could assist your growing company.

If you’d like to know more about how our CFO services can be customized to your organization, call Lisa Purichia at (317) 608-6693 or email [email protected].

Hodgson joins firm

Christy Hodgson - smallChristy Hodgson has joined Sponsel CPA Group as an office assistant. She comes to us from an area wealth management and business consulting firm, where she served as office coordinator. She will assist us with various administrative duties adding to the capacity of our administrative staff as they continue to support our growing professional staff. Welcome, Christy!

Renovation continues

The renovation and expansion of our office space on the fourth floor of Capital Center North Tower is underway! Work should be completed in September, giving us about 50% more space and fresh new look for our team. We are planning an Open House in November, to show off our new look!

Here are some images of the work in progress:

June Reno June Reno3 June Reno4 June Reno5

Changes Loom for Not-for-Profit Reporting

Lisa_Blankman_low_resThe Financial Accounting Standards Board (FASB), which establishes financial accounting and reporting standards in the U.S., has proposed significant changes to not-for-profit (NFP) reporting guidelines. While not yet approved, these new rules would represent the biggest impact on the way non-profit groups perform their financial reporting responsibilities since FASB statements in 1993.

FASB’s Not-For-Profit Advisory Committee has sought ways to make NFPs more comparable to each other through financial reporting. The changes are also intended to give donors and lenders a clearer picture of liquidity so as to better assess the financial health of the not-for-profit.

The proposed changes include:

  • NFPs would have to report all expenses by nature and function, something that currently only applies to health and welfare organizations.
  • Requiring a net presentation of investment expenses against investment return on the statement of activities, including internal salary and benefit expenses. External investment expenses netted against returns would no longer have to be disclosed.
  • NFPs must present two intermediate operating measures as defined by the dimensions of mission and availability. Mission refers to the group’s reason for existence, while availability on resources available for current-period activities.
  • The requirement to use the placed-in-service approach for the treatment of expiring restrictions on long-lived assets, thereby eliminating the possibility of releasing the donor-imposed restriction over an asset’s estimated useful life.
  • The current net asset classes of permanently restricted, temporarily restricted and unrestricted would be simplified into two classes: assets with donor restrictions and assets without restrictions.
  • Endowment funds that are currently underwater would be placed in the “with donor restrictions” class of net assets. The NFP would additionally be required to provide disclosures about the original gift amount, current fair market value and organizational spending policies.
  • Reporting cash flows for operating activities would now require the direct method, replacing the existing indirect method.
  • NFPs must provide quantitative and qualitative information for assessing liquidity, including a description of the time horizon used to manage its liquidity.

The FASB is accepting comments on the proposal through Aug. 20. If you have any concerns about these new rules, we would be happy to consult with you and assist in directing your concerns to the FASB.

If you have any questions about financial reporting for not-for-profit organizations, contact Lisa Blankman at (317) 613-7856 or email [email protected].

Employee Spotlight – Leighton Gough

Leighton GoughLeighton joined the firm last October after graduating from Franklin College with a bachelor’s degree in accounting and finance. As a Staff accountant in the Audit & Assurance Services department, he works mostly on audits, compilations and reviews. Leighton is currently in the process of obtaining his CPA certification.

A native Hoosier, he was born in Richmond and grew up in Connersville with his mother and two older sisters, competing on his high school basketball and track teams. He continued to run on the cross country and track teams at Franklin College.

Leighton recently became engaged to his girlfriend, Jenny, and they are planning their wedding and life together. In his spare time, he enjoys spending time with friends and family – including his three nieces and nephew – watching movies, playing sports, running on the Downtown canal and attending as many Pacers game as his schedule allows.

We’re Growing – and Staying

Tom_SponselStarting in June, Sponsel CPA Group will be undergoing a renovation of our office space that should be completed by September. Most of the work will take place outside normal business hours, but please be advised we may experience a little bit of disorderliness during this process.

It will be well worth it, though. When the project is complete, our firm will occupy most of the fourth floor of Capital Center North Tower. Our total space will increase from 11,000 square feet to 16,500 – a 50 percent expansion.

Since the firm was founded in 2009, we’ve been blessed to continue positive relationships with many wonderful clients and add quite a few more. In 2013 Sponsel CPA Group was recognized as one of the fastest-growing firms in the country by Inside Public Accounting. We are continuing to add staff and ramp up our ambitions even higher

As a result, the other partners and I have recognized for some time that more space would soon be required. We spent several months looking at other promising available properties in Downtown Indianapolis. In the end we decided that we could gain everything we needed right here, while having the added benefit of constancy in our existing office space.

We’re extremely excited about the renovation, which will include new finishings, a larger conference room, new audio/visual equipment, offices for every partner and manager, and many other upgrades.

Please excuse any inconvenience during this transition period. We are excited for you to see the new look once complete!

You can contact Tom Sponsel at (317) 608-6691 or email [email protected].

Bedel honored by Indiana CPAs

Mike_Bedel_smallThe Indiana CPA Society (INCPAS) recently held CPA Celebration, its annual award dinner. Mike Bedel, Partner and Director of Audit & Assurance Services, received the CPA Advocacy Award, which honors the recipient for advocating for the profession through government relations. Bedel serves as a trustee and the chairman of the Indiana CPA Political Action Committee. Congrats, Mike!

Summer 401k audits available

Summer is a great time to ensure your 401k plan is performing well by conducting a comprehensive audit. Did you know that 75% of plans recently audited by the U.S. Department of Labor resulted in plan sponsors being fined, penalized or forced to make compliance error reimbursements? Consider a 401k audit as an “annual physical” to determine the state of its financial health. Contact us to learn more.

How do you use a financial expert?

Amber HooverWhen should I hire a financial expert? How much will an analysis cost? What will the work product look like?

These are common questions we get asked before being engaged as financial experts. Because of the wide variety of situations that necessitate the use of a financial expert, there is no one-size-fits-all answer for these important questions.

Timing

There are different strategies in play with many of the projects we are asked to assist with. Some may be legal strategies, some are geared at gaining negotiating power, and others simply may be a matter of getting educated about a particular issue.

In any of these situations, early involvement of an expert is often better than waiting until the last minute. The earlier an expert is on board, the more opportunity they will have to provide input based on their knowledge and expertise. In many cases, this specific knowledge and expertise can be very beneficial to the overall process and for arriving at a favorable result.

Costs

Financial experts are professionals; professionals sell their time and expertise. Therefore, their cost is a function of use, so the more you use the expert the higher the cost. Determining the right amount of involvement (use) or the right level of service needed from the expert is therefore critical to identifying a potential cost.

Financial experts understand the client doesn’t have an open checkbook to fund their engagement. So asking for a range of fees, or even a fixed fee agreement, is something experts have learned to expect for common services or projects. Agreeing to a fee up front is beneficial to both parties, and it sets the parameters for the work that will be performed on both sides of the table.

Scope of work

What is the right level of service or work product for my situation? This is a key question to answer in effectively and efficiently utilizing a financial expert. In some situations, the answer may be obvious; in others, it may evolve as the situation progresses. This is again where communication with an expert early on is beneficial.

There are some situations where a limited amount of work may be sufficient to achieve the results needed. Communicating this to the expert early on allows them to know what is needed and adjust accordingly. If that work product doesn’t remedy the situation, then the expert may be able to layer on additional analysis to arrive at a more complete or defendable answer and thus bolster the chance of arriving at a favorable result.

If you need a financial expert, would like to talk about a particular situation or have further questions or comments, please contact Amber Hoover at (317) 613-7844 or [email protected].

Promote Excellence in Your Employees

Mike_Bedel_smallIn last month’s newsletter, we mentioned a practice the partners have here at Sponsel CPA Group, “Catching employees doing something right.” I’d like to further expound on that topic, and discuss how you can promote excellence in the workers at your business.

The harsh truth is that at many companies, personnel view their supervisors as somebody whose job is to catch them making a mistake. Certainly, detecting and addressing problems is part of a manager’s duties.

But a good boss should strive to be a “strength finder” who actively searches for what an employee does well, rather than dwelling on what they don’t.

It starts by recognizing that we’re all different people with different talents and skills. Some things we’re good at, and some things we aren’t. Though we might improve at a skill with training and repetition, we should be aware that a weakness will sometimes remain a weakness.

Rather than obsessing over the things an employee doesn’t do well, a manager should try to zero in on the things they do do well – and then work with them to improve those skills even more. That way, a worker creates a sense of confidence and can be more valuable to the overall team effort.

Draw the big picture

When you find an employee doing something right, commend them on it. Let them know how their work impacts the greater mission of the entire company. Often, younger workers don’t understand how their duties fit into the big picture.

Take opportunities to show employees how they matter, and you’ll be rewarded with greater productivity and loyalty. And they’ll be encouraged to take that next step, so they can shoulder bigger responsibilities.

When you’re a leader at an enterprise, sometimes there is an instinct to keep information bottled up. For instance, many supervisors feel reluctant to share their experiences or anxieties with those lower in the hierarchy.

But by opening up a little about your own personal failures and mistakes, you can minimize their own anxiety or apprehension by demonstrating a shared experience. And by giving them the long-term benefit of your own experiences, they’ll have a better grasp of how to anticipate challenges and be better prepared to confront them.

If they can see their boss has been through the grinder, survived and thrived, they’ll be less afraid of responsibility and risks. Don’t let the fear of failure become the barrier to your personal success!

Use your employee evaluation process to tell employees what they’re doing really well, instead of merely what they’re not. View evaluations as a training tool to build strengths, not just a mechanism for spotlighting times they’ve screwed up.

Construction vs. confrontation

It comes down to criticism versus constructive criticism. To most people, criticism is synonymous with conflict. They become defensive and unreceptive.

Constructive criticism shows that you care about them as a professional and as a person. Rather than being afraid of the boss, employees should view him or her as a coach actively trying to make them better.

If you need advice on how to promote excellence among your staff, contact Mike Bedel at (317) 613-7852 or email [email protected].

Employee Spotlight — Aimee Woehler

Aimee WoehlerOne of our newer faces at Sponsel CPA Group, Aimee Woehler joined the firm last September as a Staff member in the Entrepreneurial Services department. She has an extensive background in the not-for-profit sector.

After being born and raised in Columbus, Ohio, Aimee moved to South Carolina, where she finished high school and attended Clemson University, graduating with a bachelor’s degree in accounting.

Her duties include setting up QuickBooks for clients and training their personnel in its use, and handling payroll processing, quarterly payroll returns and monthly bookkeeping services.

Aimee and her husband Terry have two teen daughters, Gwen and Grace, and live on the Southside of Indianapolis, where they are active in St. Barnabas Catholic Church and enjoy watching their girls play basketball. For the past 12 years Aimee has volunteered with the Juvenile Diabetes Research Foundation. She has twice co-chaired the JDRF annual Walk to Cure Diabetes and has traveled to Washington D.C. to speak to lawmakers about the importance of funding diabetes research and education.

Client Profile – Milano Inn

Milano Inn garden room

The LaGrottes serve as a snapshot of how a striving family can take a single idea and turn it into an enterprise in just a few generations. In their case, quite literally – as a humble Downtown Indianapolis grocer eventually became LaGrotte Enterprises with multiple properties and businesses.

The iconic Milano Inn, a staple in the Holy Rosary-Danish Church Historic District since 1934, serves as their crown jewel and flagship. The LaGrottes didn’t establish the Italian restaurant on South College Avenue – that was another family, the Madaffaris. But they’ve owned and operated it for the past 35 years, carrying on the same welcoming traditions and authentic cuisine that first attracted working-class immigrant families during the Great Depression and post-war boom.

Milano Inn signSisters Gina and Tina LaGrotte, the third generation and current leadership, began their apprenticeship at Angelo’s, the grocery store right next to the Milano Inn owned by their grandfather. After school they would stock shelves, work the register, etc.

“That’s primarily where we began, working as kids while learning how to run a business,” Gina said.

Their father Leo Michael assembled other operations to support the existing ones, such as a meat processing plant to supply the Milano Inn and Angelo’s with fresh product. Other non-related businesses were added over the years as opportunities presented themselves, such as a hair salon.

Eventually, LaGrotte Enterprises owned most of the block surrounding the Milano Inn. As nearby neighborhoods like Fountain Square to the south and Lockerbie Square to the north became hot properties, their company’s reputation flourished.

But change requires adapting to the times. When their father grew ill and could no longer manage their growing empire – which by then included the Village Plaza retail strip center on south Meridian – Gina and her sister made the decision to pull back. Some businesses were sold off, including the hair salon to a family friend and the meat plant. Leo Michael passed away in 2007.

Now LaGrotte Enterprises is looking beyond building businesses to helping build up an entire neighborhood. They recently acquired a nearby paint store, and sold nearly three acres of land across the street from the Milano Inn to a developer who is planning to construct chic apartments.

Why just settle for bringing customers to your business, they figure, when you can turn them into neighbors?

“It will do nothing but help the Milano Inn and other businesses. We’re looking forward to creating more of a neighborhood feel,” Gina said. “This quadrant, Fountain Square and our area, is growing like crazy. It’s close to Downtown and has easy access to the interstate. We’re thinking more people will move into the neighborhood and it will just get better and better.”

As part of their ambitious plans, LaGrotte Enterprises hired Sponsel CPA Group about a year ago to help provide the vision and financial strategy. Gina she has felt very comfortable working with the Sponsel team, including Tom Sponsel and Nick Hopkins. Beyond standard CPA functions, she said they have helped with strategic planning, coaching and educating some of their key leaders.

“They’ve done a lot of work for us, and gone above and beyond what we would have expected them to do on a professional scale, and also on a personal scale,” she said. “They’ve been crucial in helping us with streamlining our businesses and making sure Tina and I are making sound decisions as to financing in the family business.”

Old-Milano

Another tax season success

Another busy tax season has come to a close, and the partners at Sponsel CPA Group would like to thank all of our clients who entrusted us with helping fulfill their tax compliance obligations. We would also like to extend our thanks and appreciation to our entire team and their families, who have made sacrifices and put in many long hours and maintained a high level of energy and enthusiasm. As is our tradition, our offices will be closed on Friday, April 17, to allow our team some well-deserved rest!

Khatadia earns U.S. citizenship

Maulik citizenship

Maulik Khatadia, a Senior in the Audit & Assurance Services department, became a U.S. citizen in March. A native of Mumbai, India, he made his way to the American Midwest to attend college, earned a bachelor’s degree and an MBA, and met his wife, Valerie. Maulik was recently profiled in an Indiana State University alumni publication. Congrats on a very proud day for Maulik and Valerie!

Holmes leaving; Koerting joins

Kendra KoertingDanita HolmesThe Sponsel CPA Group family wishes a fond farewell to Danita Holmes, an administrative assistant who acts as our main receptionist. Danita is getting married and moving to Atlanta. Her friendly attitude and smiling face will be sorely missed! We are also pleased to welcome Kendra Koerting, who will be taking Danita’s place at the reception desk.

What to Expect from an Audit

Mike_Bedel_smallWhen you’ve engaged a CPA to perform an audit of your financial statements, you know the CPA will have expectations about how the audit will work. But what about your own expectations? Here’s an overview of how the process works.

Unmodified Audit Opinion

Your first expectation from an audit is probably to receive an unmodified (clean) audit report. After all, that is the primary value that stakeholders seek from the audit.

Beyond that passing grade, however, your expectations from the audit can help you squeeze more value for your organization from this engagement. Let’s consider some additional expectations you might consider establishing at the outset.

Timely Reporting

This seems like a given, but it is important to communicate to maximize the value of your audit for two reasons. First, many stakeholders request the audit to be completed by a specific date each year. This can be part of a loan agreement or operating agreement. You should communicate that due date to the auditors and ensure they meet that expectation.

Second, if you have flexibility in your due date, some auditors will offer a reduced billing arrangement to perform an audit outside of their busy season. This value proposition is often utilized by non-profit organizations with fiscal year-ends or other entities that don’t have a pressing deadline. If you can take advantage of this cost savings, and the timing of the report doesn’t diminish its value to your stakeholders, this is an excellent opportunity.

Internal Control Deficiencies

While an audit is not designed to express an opinion on the effectiveness of your operating controls, auditors are required to document their understanding of your internal control environment in their planning of the audit and communicate any significant deficiencies they identify.

Your auditors will communicate these deficiencies over the course of the audit, and should explain the nature of the deficiency. This is valuable to you so that you can correct those deficiencies and mitigate the risk of future financial misstatements.

Let the auditors know that you would like suggestions to improve any significant deficiencies they identify during the audit. This will provide you and your team a starting point to evaluate and address the issues.

Recommendations for Improvement

In addition to communicating the required deficiencies in the internal control environment, many auditors can pass along other useful information and suggestions they came across during the audit process. In some cases, these are recommendations for best practices or cost-saving steps.

Establish the expectation at the start of the audit that they communicate any such recommendations to you during the course of the audit. These aren’t items that need to be disclosed in a letter to the board of directors, but can provide helpful advice.

Communication

The audit process can often span several months and involve many individuals. It is important to establish your expectations for communication from the auditors on the front end.

If you establish the expectation for clear and timely communication on the front end, you should be able to receive that throughout the entire audit engagement.

While the auditor may not be able to communicate every detail of their audit plan to you (they will likely need to include some element of surprise in the audit approach), an overall communication of the process and related timeline is important for you to manage your resources during the audit and help the auditors be as efficient and cost-effective as possible.

Similarly, if the auditors encounter something outside of their plan, the timely communication of that obstacle can help get the project back on track quickly.

Opportunity for Advice

Some organizations, in an effort to finish the audit and move on, overlook the opportunity to request advice and best practice ideas from their auditors. Auditors benefit from the experience of serving many different business clients and experiencing what works and what doesn’t work in those environments.

Don’t miss the opportunity to talk to your auditor about your business challenges and let them share those experiences. They can offer an experienced outside perspective on your current challenges.

Customer Service

You are engaging these auditors to provide you a service – so you should expect to be treated like a customer who has the choice to engage them for future services. This doesn’t mean that the auditors are going to “roll-over” any time there is a question about the financial statements; that’s not what you’ve hired them to do.

It does mean, however, that they will be respectful of you and your staff and considerate about your time and resource constraints. They should be willing to work with you to find solutions to serving you.

Like any working relationship, proactive communication of expectations will help ensure satisfaction with the work performed.

If you’d like to know more about how an audit can help your business, contact Mike Bedel at (317) 613-7852 or email [email protected].

How to Recognize and Utilize Teaching Moments

Lisa_PurichiaIn the CPA profession, it’s well recognized that February through April is by far our busiest time of year as tax filing deadlines approach. But the lesson we try to impart from this challenge can transfer to any type of business: don’t let the press and stress of everyday business get in the way of teaching moments for your team. Make the time to enhance your staff’s performance.

Here at Sponsel CPA Group, we endeavor to hold one another accountable, from partners to the newest staff member. As a manager, you have to realize that the most stressful times are also those with the most opportunities for teachable moments.

Too often the only feedback an employee receives is negative. We try to focus on both positive and negative behaviors for teaching. Don’t miss a chance to praise a worker for a job well done, and help them understand how hitting their mark helps everyone around them.

The somewhat tongue-in-cheek shorthand we use is, “Catching an employee in the act of doing something right.” Especially with Millennial generation workers, that positive affirmation will go a long way in encouraging them to continue to improve.

It will also help them react more appropriately when mistakes do occur. Because the truth is blunders will always happen in any human endeavor. The key is to catch them before they’ve done real damage, and learn from them so they are not repeated.

In this scenario, sit down with the employee and discuss their mistake in the greater context of the company’s mission. For example, if a report is prepared improperly and others use that for their work product, everything down the line will be faulty, too. Focus on opportunities to enhance your quality of service and thus enhance relationships with clients.

There really are two kinds of mistakes: those that are caught internally, aka ones that don’t “get out the door,” and errors detected when the product or service has been delivered to the client. Though the latter is obviously more damaging, it also presents a chance to interface directly with a client and reinforce significant customer service.

In our experience, a client is more willing to forgive a mistake when you acknowledge it and present a timely plan to correct the problem. Be proactive, and set your automatic response to be leaving every client satisfied. Empower your staff with this autonomy and responsibility to do so.

Acknowledge to your client that you’re aware you didn’t meet expectations, and solicit their ideas for improvement. In most client discussions, you should do 80% of the listening and 20% of the talking. It can be as simple as asking, “How can we do better?” Open-ended questions require a narrative explanation.

When things are busy and the stakes are high, leaders should strive to function effectively under stress, and pass those lessons on to those they manage. Your employees will take their cue on the appropriate behavior from you, especially when mistakes occur, and how the firm’s culture defines the appropriate remedy.

Don’t be the “road rage” type of leader who flies off the handle when the chips are down. Keep a check on your emotions, and share your thinking and goals with those below you in the hierarchy. You’ll be rewarded with increased efficiency and loyalty. Your actions will always be more impactful than the spoken word — especially in stressful times.

Your staff wants to respect the leader who is knowledgeable in a crisis and decisive with an appropriate course of action.

If you need advice on getting the most out of your team, call Lisa Purichia at (317) 608-6693 or email [email protected]

Spring Fever: A Good Time to Hit the Refresh Button

Tom_SponselAs we finally – and thankfully! – emerge from the winter doldrums, now is a good time to hit the “refresh button” on your operational planning for the year.

Believe it or not, with the arrival of spring the first fiscal quarter of 2015 is almost in the books. So you can use the track record experienced so far to evaluate how your business is doing against various benchmarks.

The best place to start is with the company’s own annual budget. Hopefully a detailed, comprehensive budget has already been prepared for the year. (If not, it’s not too late to start.) Look at it honestly, and see how the business is performing against forecasted revenue, expenditures and operations.

The benefit of assessing the budget more than once a year is that it allows you to make comparisons, identify problems and take corrective actions before things get too far off track. Quarterly is a good basis to start, since you can compare to the previous trailing quarter, the same quarter from the previous year, and so on.

It’s also smart to compare your business to similar ones in the same industry, both in your region and nationally. Our clients are often surprised with the amount of data we can capture through various resources. With the economy gradually improving, these comparisons provide a picture of the marketplace. So not only can we measure how well a company is doing according to their own budgetary plans, but also compare their results to the overall competitive environment.

Spring is also a good time to address operational challenges that perhaps have been pushed back in favor of more pressing concerns. This includes contemplating personnel changes, altering the functional responsibilities of various team members, and a renewed focus on coaching more junior employees. If you haven’t made a set of New Year’s resolutions for your business, here is a second chance to do so while 2015 is still young.

If you find that things aren’t going according to plan, use this opportunity to institute better budgeting and monitoring, see what cost controls can be implemented or think about gaining better control of management of the sales function. If you feel like some of your own business skills are lacking in certain areas, consider seeking training opportunities to enhance your capabilities.

With the weather warming up and people’s spirits feeling refreshed, use the more positive attitude that comes with “spring fever” to regroup your company’s goals. If you’re taking a spring break trip, come back with a rejuvenated outlook about ways to make 2015 the awesome year you hoped it would be.

If we can assist you with any business planning issues, please contact Tom Sponsel at (317) 608-6691 or email [email protected].

Thompson publishes succession article

Jason Thompson thumbJason Thompson, Partner and Director of Valuation and Litigation Services, recently wrote an article that was published by Inside Indiana Business.

The piece, titled, “Succession Planning: A Guide For Business Owners,” is a distillation of a six-part series that appeared in this newsletter over the last few months. It offers advice on every aspect of selling a business, from initial planning to investing the proceeds and finding a contented retirement.

Click here to read it.

Employee Spotlight – Brandon Cangany

Brandon CanganyBrandon Cangany is one of the newest faces at Sponsel CPA Group, having joined the firm in January as a Staff accountant in the Tax Services department, where he works on tax returns and planning/projections. He graduated with distinction from the Kelley School of Business at IUPUI with a double major in finance and accounting, and previously served two internships at this firm.

Brandon grew up in London, Ind., with a close-knit family of “two awesome, inspiring parents and five great siblings.” A confirmed sportsman, he played everything from baseball to basketball and football before discovering tennis, his favorite athletic competition, in high school. Brandon played for the semi-state doubles championship his senior year.

When he’s not studying for the CPA exam – which he plans to take later this year – Brandon enjoys playing sports, spending time with friends, movies, enjoying the outdoors and traveling, especially to a special family spot in Florida. He’s a rabid Indiana University basketball fan, and rarely misses games.

What Can the Market Tell Us About Valuation?

Amber HooverWhen it’s time to place a value on your company, there are three valuation approaches that are generally accepted for determining the value of a privately held business. For this discussion, let’s focus on the Market approach.

Simply put, the market approach is based on the theory of substitution. That means comparing the value of an asset, business or ownership interest in a company to the value of a similar asset, business or ownership interest. When using this method, the valuation analyst identifies “Guidelines” from which metrics can be developed for valuing the ownership – whether it’s the entire company or a smaller piece.

Sponsel CPA Group subscribes to resources containing transactional information, from which we can identify these guidelines. These resources publish summaries of the data they collect on transactions. This data can be extremely helpful in understanding general market indications. But they must be considered cautiously when applying them to the valuation of a specific business.

According to 4Q 2014 Pratt’s Stats Private Deal Update (a quarterly publication analyzing private company acquisitions by private buyers), the number of reported transactions increased by approximately 90 from 2013 to 2014. The median reported multiple of Market Value of Invested Capital (MVIC) to Earnings Before Interest, Taxes, Depreciation and Amortization (EBITDA) for transactions across all industries reported for year to date 2014 was approximately 2.3 – a decrease of .77 from 2013.

Another source, the PitchBook’s 4Q 2014 U.S. Private Equity Breakdown report, stated 2,097 deals were completed by the end the third quarter. Deal volume increased compared to the third quarter 2013’s 1,364 deals completed. This is an increase of approximately 700 deals between 2013 and 2014. The median exit EBITDA multiple decreased from 10.7x in 2013 to 9.7x in 2014. According to PitchBook, the decline of the EBITDA multiple is mostly due to smaller equity commitments versus acquiring debt to close a deal.

The trend data for the number of transactions in each of the publications indicates an increase in deals. However, there is a wide disparity in the valuation multiples reported. This difference is probably due to the size and sophistication of the companies analyzed in each publication.

Pratt’s Stats is for smaller privately held businesses, while the private equity investments in PitchBook are for larger companies with potentially complex capital structures. In other words, each publication is only representative of the population of data represented.

This is an important concept to grasp when relying on the market to derive a value for a privately held business. Generalized information, while easy to obtain and understand, may not be representative of the subject asset, business or ownership interest in the business being valued. Issues such as size, growth, customers, competition, liquidity, profitability, management, location, etc., are all factors that should be taken into consideration when arriving at a valuation under the market approach.

If you ignore these differences, or assume they are somehow eliminated by using an average of the entire population of data, you could get an incorrect indication of value.

If Sponsel CPA Group can be of assistance in helping you with a valuation or litigation need, please feel free to contact Amber Hoover at (317) 613-7844 or [email protected].

Sponsel CPA Group welcomes Nickell

Mike NickellSponsel CPA Group is pleased to announce the addition of Mike Nickell as a Staff accountant in the Tax Services department.

Mike is a recent graduate of the Kelley School of Business at IUPUI with a bachelor’s degree in accounting and finance. His duties will primarily focus on individual and corporate tax returns and tax planning issues.

“We’ve hired three top-notch young accountants in 2015 and are one of the fastest-growing firms in the region. Mike will be a tremendous asset to the team,” said Nick Hopkins, Partner and Director of Tax Services.

What’s in the President’s Tax Plan?

Nick HopkinsDuring his recent State of the Union address, President Obama discussed a number of proposed changes to the federal tax code that he is in favor of making. Later the President released his federal budget which shed additional light on several of these proposals. Though many of the items outlined face a high hurdle in passing a Congress in which both chambers are now held by the Republicans, the president’s proposals do provide some insight on the thinking in Washington D.C. at this particular moment.

Let’s unpack some of President Obama’s wish list and see how it might affect taxpayers, and also their prospects for becoming law.

  • Capital gains/dividends – Under the president’s plan, the top capital gains rate would rise to 28% (24.2% plus 3.8% net investment income tax), applicable to couples with total income above $500,000 a year. The top capital gains rate was already increased during previous financial standoffs with the GOP, and they’re not in a mood to give more in this area.
  • Stepped-up basis “loophole” – Under current law, capital gains on bequests to heirs go untaxed, and the basis of inherited assets is immediately increased (“stepped up”) to the value at the date of death. The president proposes to require payment of capital gains tax on the increase in value of securities at the time of inheritance. The budget does provide some exceptions for the sale of small closely held businesses, personal residences and tangible personal property. Again, Republicans will oppose this.
  • Cut corporate tax rate and broaden tax base – This has long been a bipartisan goal as part of a comprehensive tax reform deal, so there’s actually a chance the GOP and Obama could find middle ground. The president’s plan would lower the top corporate rate from 35% to 28% (25% for domestic manufacturing). However, he wants to have a one-time 14% tax on profits held abroad by multinationals, plus 19% on future foreign earnings. Republicans will most likely oppose that part.
  • SE Tax on Professional Service Firms – The President’s proposal would treat owners of pass-through entities providing professional services (such as S-Corp’s and partnerships) consistently for self-employment tax purposes, regardless of how they are legally formed. This would close certain loopholes that allow professional service businesses the ability to avoid self-employment taxes on a portion of their income.
  • Research and experimentation tax credit – Obama proposes to simplify the research and experimentation credit by making the alternative simplified research credit (ASC) permanent, and increase the rate from 14% to 18%, plus other changes. The research and experimentation credit has received bi-partisan support in the past.
  • Section 179 deduction – Obama proposes to permanently extend the Section 179 expensing provision and allow small businesses the ability to write off up to $1 million of fixed asset investments on an annual basis.
  • Limits on deductions – The president would limit itemized deductions and other tax preferences to 28% for individuals with incomes over $200,000, or $250,000 for couples. The limit would apply to all itemized deductions as well as other tax benefits, including tax exclusions for retirement plan contributions, employer sponsored health insurance, and tax-exempt interest. His plan, sure to be nixed by the GOP Congress, would also establish a 30% minimum effective tax rate for the wealthy, aka “The Buffet Rule.”
  • Retirement plan contributions – Obama’s proposal would prohibit additional contributions to tax-preferred retirement plans and IRA’s once an individual’s balance reaches approximately $3.4 million (or enough to provide an annual income of $210,000 in retirement).
  • Cash accounting – This proposal would let businesses with gross receipts under $25 million – the vast majority of companies in the U.S. – dispense with more complex tax rules and pay their taxes on the simpler “cash” method of accounting.
  • Basis fees for financial firms – Obama wants to impose a seven basis point fee on the liabilities of large domestic financial firms in an effort to discourage excess borrowing. This one’s dead in the water for the GOP.
  • Child care tax credit – The president’s plan would increase the tax credit for child and dependent care to as much as $3,000 per child under the age of five, capped at a household income of $120,000. This could benefit millions of families, and Republicans have expressed support for increasing this credit in the past.

There are many other aspects of President Obama’s tax proposals, but these are some of the highlights.

If you’d like to hear a more detailed rundown of how this proposed budget could affect you, or if you need any tax planning advice, please call Nick Hopkins in our Tax Services department at (317) 608-6695 or email [email protected].

Employee spotlight: Beth McGraw

Beth McGrawA Senior in the Entrepreneurial Services department, Beth McGraw has been with the company for just over three years, primarily focusing on QuickBooks consulting, preparing payroll, bookkeeping services, and corporate, individual and property tax returns. She is a QuickBooks Certified Pro Advisor.

A native of Indianapolis, she earned her bachelor’s degree in finance from the IUPUI Kelley School of Business, and served for six years in public accounting before joining Sponsel CPA Group.

Growing up in the Fountain Square area, Beth was an active dancer and violinist in her youth, and received the Lilly Endowment Community Scholarship while attending Perry Meridian High School. She and her husband, Josh, have been married for seven years and have two children: Camren, 6, and Kelby, 3. In her spare time Beth enjoys Crossfit training, reading, movies and volunteering as a teacher in her church’s preschool ministry.

Succession Planning: Keys to Post-Career Happiness

(Part 6 of 6)

Tom_SponselIn our previous article on succession planning, we talked about how to invest the proceeds from the sale of a business. In this final installment in the series, let’s discuss the keys to a happy post-career life.

It’s probably not surprising that people who own or run a company tend to be hard-charging, goal-oriented folks who thrive on staying in the thick of things. They’re usually type-A personalities who enjoyed the feeling of running a business and having people report to them on a daily basis.

As such, they often experience the biggest challenges in transitioning to retirement or other post-sale undertakings. They’ve spent so much of their lives striving for success that they’ve never really given serious thought to what they will do when they retire. They lose their sense of relevance.

Much of the time it comes down to sheer boredom. Former business owners may find themselves getting their newspaper in the morning, drinking their coffee, walking the dog – and by 10 a.m. they have no idea what to do with the rest of their day. They miss that sense of people coming to them for their opinion and leadership, and it affects their psyche. They wonder, “Am I still a valuable person?”

At Sponsel CPA Group, we have known clients who eventually sought professional counseling for their post-sale blues.

In my experience, those who find the most post-career happiness are those who find a replacement for that sense of purpose they had when they owned a company. They find something that brings them fulfillment and pursue that with the same zeal they had for business.

It can be a hobby, working with charitable organizations, or anything else they’re passionate about. The key is to recognize this stage of life as being the start of a new chapter rather than the end of an old one.

This could take the form of actually creating a new business. For example, the man who loved tinkering with old cars and ended up opening a car restoration shop. Or it could be volunteering with a local non-profit whose civic philosophy aligns with your own. Many business owners have gone on to be fine executives of not-for-profit groups.

As you’re starting the succession planning process, start thinking about the activities you do outside of work that make you feel really good about what you’re doing. These bring you joy, a sense of purpose and satisfaction. Once you’ve figured out what they are, talk to people who spend most of their time at those endeavors to see if there’s a way you can get involved.

During this stage, don’t neglect to speak with your family. Any major life changes you make will also impact them and your relationships with them.

Some post-sale “retirees” find themselves busier than they ever were when running their company. Others are soaking up a life of well-earned leisure. Most fall somewhere in between.

In general, those who have made the succession transition most easily went about it in a very deliberate way. They had a concept of their specialized interests and talents, and leveraged them for happiness in the next stage of life.

If we can assist you with any succession planning issues, please contact Tom Sponsel at (317) 608-6691 or email [email protected].

Cangany, Hodell, Nickell join firm

Three new Staff accountants have joined Sponsel CPA Group in the tax department, and will be a big boost for us as we begin another busy tax filing season. Brandon Cangany is a familiar face as he served internships with us the last two years. He is a graduate of the Kelley School of Business at IUPUI with a double major in finance and accounting. Brandon will focus on personal and business tax returns and planning/projections. Ryan Hodell is a graduate of Marian University with a bachelor’s degree in accounting and finance. He is working on tax returns for individuals, partnerships and S-Corporations. Mike Nickell will mainly work on tax return preparation for individuals and corporations. He also graduated from IUPUI’s Kelley School of Business with a degree in accounting and finance.

Two new interns

Our 2015 interns have arrived! Daniel Delaney and Brandon Hoge began their internships Jan. 12 and will be with us through the income tax filing deadline in April. Daniel is working in the tax department helping prepare tax returns, especially individuals and small businesses. He is currently pursuing a master’s degree at the Kelley School of Business at IUPUI. Brandon is splitting his time between taxes and audit and assurance services, working on returns, financial statements and audits. He is also a graduate student at IUPUI, with two semesters left. Welcome!

Hodell joins Sponsel CPA Group

Ryan HodellRyan Hodell has joined Sponsel CPA Group as a Staff accountant with the Tax Services team.

Hodell is a recent graduate of Marian University with a bachelor’s degree in accounting and finance. His duties will primarily focus on tax compliance and planning services for individuals, partnerships and S-Corporations.

“We are continuing to grow an already strong tax team. Ryan is just the type of dedicated young accountant we seek to help Sponsel CPA Group deliver the best service possible to our clients,” said Nick Hopkins, Partner and Director of Tax Services.

Sponsel CPA Group adds Cangany

Brandon CanganySponsel CPA Group is pleased to announce the addition of Brandon Cangany to its Tax Services team. He has joined the firm as a Staff accountant.

Brandon is already a familiar face at the company, having previously completed two successful internships at the firm while studying at the Kelley School of Business at IUPUI. He has since graduated with a double major in accounting and finance.

His duties will include preparing individual and business tax returns as well as planning and projections.

“Another busy tax season is upon us, and I know Brandon will be tremendously helpful in providing clients with the top-notch service they’ve come to expect from Sponsel CPA Group,” said Nick Hopkins, Partner and Director of Tax Services.

Most family-owned businesses lack a succession plan

Jason Thompson thumbA new survey by PricewaterhouseCoopers LLP shows that the majority of family-owned businesses in the U.S. lack a succession plan — and that’s not good news for the next generation that will eventually take over the company.

According to an article in CFO.com:

“PwC surveyed 154 owners, leaders and top executives of U.S. family businesses and found that 73% of respondents admitted they do not have a documented and robust succession plan in place for senior roles. Moreover, two-in-five respondents say it would be difficult to hand over complete control to their successors, and 56% would remain involved in management longer than optimum to ensure a smooth transition.

This does not bode well for survey respondents who are “next-generation” family members, as 47% say the delay in handing over the reigns was creating an age gap that was making succession more difficult.”

Alfred Peguero of PwC labeled this “Sticky Baton Syndrome,” in which the older generation of management hands over control of the firm in theory, but remains in charge of what really matters. As a result, transitions take longer and potential successors don’t gain the experience they need to run the company.

Here at Sponsel CPA Group, we advise business owners to start planning 5 to 10 years out for succession — though it’s never really too late to get started. If you would like to learn more, read our ongoing series on succession planning, or contact me at (317) 608-6694 or email [email protected].

 

Thinking about retirement? Know the value of your business

Jason Thompson thumbAt Sponsel CPA Group we often encounter business owners who haven’t given enough serious thought to their exit strategy, whether it’s retirement or a new venture. In these cases, they often haven’t done very much to determine the value of their company — even though it’s usually the chief source of liquidity after a sale.

Over at The Exit Planning Review, T. Ray Phillips has an excellent new article up that addresses this subject, “Knowing Business Value is a Very Good Place to Start.”

You can read the entire article by clicking here.

He writes:

“Knowing the value of your business today is critical whether you plan to leave your business tomorrow, or in five years because:

  1. An estimate of value establishes your starting line and distance to the finish. An estimate of value tells you where your unique race to your exit begins. Your job, whether your company is worth $500,000 or $50M, is to fill the gap between today’s value (the starting line) and the value you need when you exit (the finish line). Based on today’s value, your race to the finish may be shorter, longer, or perhaps much longer, than you expect. Once you know how far you and your business need to travel, you can begin to create timelines and implement actions to foster growth in business value.
  2. An estimate of value tests your exit objectives. An estimate of value helps you to determine if your exit objectives are achievable. Let’s assume that you decide that your finish line (financial objective) is to receive $7,000,000 (after taxes) from the transfer of your business interest. You also want to complete your race in three years (timing objective). An estimate of value will tell you if the distance between today’s value and the finish line is too great to reach in three years. If a growth rate is unrealistic for your business, you must either extend your time line or lower your financial expectations.
  3. An estimate of value provides important tax information. First, an estimate of value gives you a basis for analyzing the tax consequences of Exit Path alternatives. Once you choose your path, the value estimate provides a basis for your tax-minimization efforts. Taxes can take a significant chunk out of a business sale price so the value of your company (what a buyer pays for it) must usually exceed the amount of money you need to fund your post-exit life. The size of that excess depends on how you and your advisors design your exit, and exit design in turn begins with knowing starting value and the distance to your finish line.
  4. An estimate of value gives owners a litmus test. When owners know how much value they need to create to meet their objectives, it helps them determine where they need to concentrate their time and effort. Instead of growing value for the heck of it, dedication to a goal may enable owners to exit sooner with the same amount of after-tax cash than owners who do little or no planning. Pursuing exit plan success all begins with a starting value.
  5. An estimate of value provides an objective basis for incentive plans. As you design incentive plans for key employees (such as Stock Purchase, Stock Bonus and Non-Qualified Deferred Compensation Plans) to motivate them to increase the value of your company (so you can successfully exit) you must base these plans on an objective estimate of value. You and your employees need a current value (or starting line) that you all can confidently rely on.”

Please read the entire article for more of Phillips’ analysis and information. And contact me at (317) 608-6694 or email [email protected] if you need to jump-start your own exit planning.

 

Budgeting: Key to Your Success in 2015

Jason Thompson thumbAs a new year begins, so do many of us undertake resolutions and goals for 2015, whether it’s to spend more time with our children or drop a few pounds. And just like people, businesses need a plan in order to improve and reach those goals. For a business this plan usually takes the form of a budget.

For some business owners, setting a budget is not always a top priority. Often this is because they have no mechanism for guessing what will happen with their company in the coming year. So creating a scenario that takes a stab at predicting the year’s outcome is not seen as very important.

As financial advisors, we here at Sponsel CPA Group disagree with this mindset.

A budget can take many forms, from something basic that serves as a measure for whether the business is performing as expected to a more exact estimate of performance used in setting key metrics for incentives and performance bonuses. A budget can also encompass both an estimate of financial performance (an income statement) and financial position (a balance sheet).

At its most basic level, a budget is a simple comparison of the upcoming year to the prior year. If everything goes as planned, then the results should be much the same. If you begin with the prior year as the starting point, you can then modify its actual results for things you know will change in the coming year.

For instance, let’s say the business has won over a new client and that account should generate an additional $50,000 in revenues for 2015. The simple modification to the 2014 revenue amount would be an increase of $50,000, assuming everything else is expected to remain status quo.

With the additional revenues, you can then begin to estimate the additional costs that will be incurred to generate these additional revenues. Product costs, salaries and other overhead items can easily be projected from other customer relationships and then used with this new customer revenue to arrive at the expected profitability associated with the new account.

This basic example can be leveraged across different lines of revenue and expenses to generate a new expectation for the coming year’s profit.

An additional benefit of budgeting is the potential to predict cash flow patterns for the coming year. By building a balance sheet with a budgeted income statement, a business owner can visualize how cash may be generated and used over the course of the year. This exercise can be very helpful in planning for capital expenditure needs and debt service obligations that should be part of the budget but do not manifest themselves in an income statement.

If you are interested in the budgeting process or want to learn how a budget can help your business, we would be happy to discuss how we can assist you. Please call Jason Thompson at (317) 608-6694 or email [email protected].

What the Tax Extension Bill Means for You

Nick HopkinsLast night the U.S. Senate passed the “Tax Increase Prevention Act of 2014” and related bills to extend certain critical tax provisions. As President Obama is expected to sign it into law, this legislation could have a significant impact on your business or personal portfolio.

First, some background. In recent years Congress has repeatedly renewed a package of expired or expiring individual, business and energy provisions known as “extenders.” The extenders are a varied assortment of more than 50 individual and business tax deductions, tax credits and other tax-saving laws.

Most of these extenders have been on the books for years but technically are temporary, because they have a specific end date. Congress has continually extended the tax breaks for short periods of time (e.g., one or two years), which is why they are referred to as “extenders.” The new legislation generally extends the tax breaks retroactively, most of which expired at the end of 2013, for one year through 2014.

Here’s an overview of some of the key tax breaks extended by this new action:

Individual extenders

The following provisions affecting individual taxpayers are extended through 2014:

  • The $250 above-the-line deduction for teachers and other school professionals for expenses paid or incurred for books, certain supplies, equipment and supplementary material used by the educator in the classroom;
  • The deduction for mortgage insurance premiums deductible as qualified residence interest;
  • The option to take an itemized deduction for state and local general sales taxes instead of the itemized deduction permitted for state and local income taxes;
  • The above-the-line deduction for qualified tuition and related expenses; and
  • The provision that permits tax-free distributions to charity from an individual retirement account (IRA) of up to $100,000 per taxpayer per tax year, by taxpayers age 70½ and older.

Business extenders

The following business credits and special rules are generally extended through 2014:

  • The research credit;
  • The employer wage credit for activated military reservists;
  • The work opportunity tax credit;
  • 15-year straight line cost recovery for qualified leasehold improvements, qualified restaurant buildings and improvements, and qualified retail improvements;
  • 50% bonus depreciation;
  • The increase in expensing (up to $500,000 write-off of capital expenditures subject to a gradual reduction once capital expenditures exceed $2,000,000) and an expanded definition of property eligible for expensing;
  • The exclusion of 100% of gain on certain small business stock;
  • The basis adjustment to stock of S corporations making charitable contributions of property;
  • The reduction in S corporation recognition period for built-in gains tax;

Energy-related extenders

The following energy provisions are retroactively extended through 2014:

  • The credit for nonbusiness energy property;
  • The energy efficient commercial buildings deduction;
  • The incentives for alternative fuel and alternative fuel mixtures; and
  • The alternative fuel vehicle refueling property credit.

If you need advice on the implications of recent tax legislation for your business or personal portfolio, please call Nick Hopkins in our Tax Services department at (317) 608-6695 or email [email protected].

Gates joins Sponsel CPA Group

Denise_Gates_low_resDenise J. Gates has joined Sponsel CPA Group as a Manager in the Tax Services department. A CPA, Gates brings 11 years of experience in working with individual clients and closely held businesses across a broad range of industries, including professional services, healthcare, manufacturing and real estate.

A native of Greenwood, Ind., Gates earned her bachelors and masters degrees in accounting from Manchester University.

“Our tax team has grown tremendously in recent months, and we anticipate that trend continuing,” said Nick Hopkins, Partner and Director of Tax Services. “Denise’s experience and dedication to clients will be a huge asset as we continue to expand the scope and depth of tax services offered by Sponsel CPA Group.”

Sponsel CPA Group adds Woehler

Aimee WoehlerSponsel CPA Group is pleased to announce the addition of Aimee Woehler as a Staff accountant in the Entrepreneurial Services department. A graduate of Clemson University with a bachelor’s degree in accounting, she has extensive experience from the not-for-profit sector.

Her duties will include assisting clients with setting up Quickbooks and training their personnel in its use. Woehler also will provide financial statement review and analysis, prepare individual and corporate tax returns, and handle payroll processing and bookkeeping on loan services and Family Office Services.

“Aimee’s background in nonprofits and experience working with a variety of clients will be a huge boon to our firm,” said Lisa Purichia, Partner and Director of Entrepreneurial Services. “Sponsel CPA Group is continuing to offer more and more services to businesses and organizations who wish to outsource some or all of their accounting needs.”

 

Start Your Budget Forecasting Now

Eric WoodruffA lot of business owners/managers will wait until the New Year is nearly upon us before they start budgeting for 2015. But with three-quarters of 2014 in the books, right now is actually a great time to start the financial forecasting process.

A forecast becomes your budget, which is an essential tool for managing throughout the entire year of any organization. It connects the overarching strategic goals to the daily operations, and the executive team to the rank-and-file employees.

Leaders of a business will make a strategic plan for the next three to five years with macro goals: add x percent growth of revenue, add or cut departments, make large capital acquisitions (such as buildings or equipment), etc. But this doesn’t always translate well to the entire team operating in their respective departments.

The budget forecasting process is the way you turn the overall plan into reality. With budget forecasting, it’s your chance to plan how to break down the implementation of goals into a month-to-month basis, or even day-to-day.

Modern accounting software packages often have the capability to house a budget, and we always recommend our clients make use of it. This makes it easier to obtain comparisons when doing the required financial reporting – which is at least as important, if not more so, than actually creating the budget itself.

Too often an organization spends the resources to create a budget, and then it sits on a shelf for the next year.

A budget projection needs to be evaluated constantly against the actual results. This allows the company to make adjustments if, for example, revenues have slipped against the forecast. It also helps spot broader changes in the marketplace, potentially highlighting the need for alterations to the strategic plan.

How much detail do you need in a budget forecast? It depends on how much the company is going to rely on it, and how they’re going to use it as an oversight tool. Whether laid out quarterly or monthly, it should match any requirements for financial reporting. Using a familiar format helps you read and understand the budget better.

We at Sponsel CPA Group have learned that if a budget is going to be successful, the management team of each subgroup must have buy-in during the forecasting process. Most departments who fail to meet their budget were not involved in preparing it. By including each team early on, they’re going to be more accountable and will strive harder to meet the benchmarks they helped set. If large capital expenditures are anticipated in the coming year, include that in the budget so it’s not overlooked by individual departments.

Be on the lookout for “budget creep.” This is the tendency to add a certain amount to a particular line item every year. A 5% bump in your marketing budget may not seem like much, but repeated annually it soon compounds into a substantial cost increase. A rise in anticipated expenditures may be warranted, but it may not – perform an evaluation to determine if the proposed figure is the right number.

Another good idea is to document the key assumptions that impact the budget during the forecasting process. That way when the lines on the chart don’t match, you can go back and reevaluate those assumptions to test their validity. It will also help identify any operational issues that might be causing revenues to falter or outlays to surge.

Sponsel CPA Group has a wealth of experience in developing budgets, tools and templates. If we can assist you in your forecasting process, whether at the nitty-gritty or strategic level, please call Eric Woodruff at (317) 613-7850 or email [email protected].

Jackson joins Sponsel CPA Group

Tanika JacksonTanika Jackson has joined Sponsel CPA Group as a Staff accountant in the Entrepreneurial Services department. An experienced accountant who previously worked in the organized labor field, Jackson will provide bookkeeping and accounting services to clients across a wide spectrum of industries.

Jackson holds associate and bachelor’s degrees in accounting from Knoxville Business College and Tennessee Wesleyan College, respectively.

“More companies are looking to outsource some or all of their accounting functions in order to focus on their core business plan,” said Lisa Purichia, Partner and Director of Entrepreneurial Services. “Sponsel CPA Group is stocking up on talent to meet those needs, and Tanika’s experience and knowledge will be a key asset in servicing those clients.”

New Standards for Preparing Financial Statements

Mike_Bedel_smallNew rules are coming for the preparation of financial statements that could significantly affect service engagements between CPA firms and clients – for the better.

Last week the American Institute of CPAs (AICPA) updated the professional standards for compilations and reviews with the release of Statements on Standards for Accounting and Review Services No. 21 (SSARS No. 21).

The major change with SSARS No. 21 is the establishment of standards that will apply when a CPA is engaged to prepare financial statements, but is not engaged by the client to compile, review or audit the financial statements. These new standards for preparation engagements will provide a significant and useful new service approach for CPAs and their clients.

In a preparation engagement, the statements must clearly state that the CPA does not provide assurance on the financial statements, similar to a compilation. Unlike a compilation, however, no accountants’ report will accompany prepared financial statements and the CPA is not required to evaluate independence like they must do for a compilation, review or audit engagement.

The AICPA and most practicing CPAs believe this new preparation standard clarifies a gray area that has existed for some time in the professional standards. It fills the service need when the client seeks a CPA to prepare their financial statements, but does not desire a compilation report.

SSARS No. 21 also restates the standards for compilation and review engagements with a few minor changes. It clarifies that compilations are attest engagements and modifies the format of the accountants’ compilation report to shorten it and clearly differentiate the report from that of audit or review engagements, where assurance is provided.

Changes in technology have transformed how CPAs assist their clients in preparing financial statements. In the past, it was very clear when a CPA physically prepared a hard copy of financial statements and presented them to the client.

Today, with the evolution of interactive accounting software, it is not always clear when the statements are technically “prepared” and “presented.” This update establishes standards that clearly apply when an accountant is engaged to prepare financial statements.

These standards are issued by the AICPA Accounting and Review Services Committee (ARSC). SSARS No. 21 was issued in an effort to provide clarity to the professional standards behind compilation and review engagements.

  • These changes do not impact professional standards for audits.
  • Preparation engagements are considered non-attest services.
  • SSARS No. 21 is effective for financial periods ending after December 15, 2015. Early adoption is permitted.

For more information about this update or how preparation services can be useful to your organization, contact Mike Bedel at (317) 613-7852 or email [email protected].

Sponsel CPA Group hires Leighton Gough

$RX277ITSponsel CPA Group is pleased to announce the addition of Leighton Gough. A recent graduate from Franklin College with a bachelor’s degree in accounting and finance, Gough will be a Staff accountant in the Audit & Assurance Services department.

His primary duties will include preparing compilations, audits and reviews for clients across a broad spectrum of industries. Gough previously had an internship at a Greenwood equipment company doing their books. He is currently in the process of taking the Indiana CPA exam.

“Sponsel CPA Group is one of the fastest-growing firms in the region, and we’re doing so smartly by hiring top-tier talent, including young accountants like Leighton,” said Mike Bedel, Partner and Director of Audit & Assurance Services department. “He will help us in our mission to provide the critical financial data that allows clients to make important business decisions.”

Delivering on Excellence

Mike_Bedel_smallEvery good business owner or manager wants to run a business known for excellence, and for delivering the very best service to their customers. But how do you find and sustain that commitment to excellence in your organization?

The secret is to break it down for every single individual employee in the company, from the CEO to the most junior worker. The most successful businesses are ones that strive for excellence up and down the line. Everyone must understand their specific role in the grand scheme of things, embrace their expectations, and hold themselves and their co-workers accountable for meeting those lofty standards.

For example, if you’re in charge of shipping product, your job is to expedite everything being moved that day, to make sure it’s ready and accurate so everything gets on the truck and delivered correctly. If your role is receptionist, you want to make sure every single office visitor is greeted with a smile and professional courtesy, and the phone is answered with an attitude that is positive and helpful.

You can never start too early with indoctrinating employees into a culture of excellence. Ideally, it should begin with the orientation process for new employees, and continue as part of their ongoing evaluation process. Each worker needs to be familiar with how their job functions in the delivery of your service or product, and how a single weak link can undermine the performance of the whole group.

Every employee should be made to feel that their work is vital to the company’s chain of service or manufacturing, and that excellence in their position will be recognized – as will a failure to meet expectations.

While maintaining high standards, don’t create an environment where employees are reluctant to bring a problem forward. That avoidance of reality can lead to disaster. Consider the recent recall related to the failure of ignition switches by General Motors. Years ago one or more engineers realized there was a defect that could be fixed with a part that cost $1.25. But they were either too afraid or unwilling to make waves.

Because nobody put their hand up to zero in on this issue, now it has mushroomed into a wide vehicle recall that will cost GM hundreds of millions of dollars and loss of esteem in the marketplace. This goes to show that “little things” in the company’s process can compound to become huge problems.

In some organizations, the top managers are notorious for greeting bad news with fire and brimstone, and only wanting yes-men and yes-women around them. That’s not conducive to maintaining a corporate culture of excellence.

The commitment to excellence cannot just flow downhill from manager to employee. It should be a universal desire to hold each other accountable – whether peer to peer, supervisor to subordinate, even rank-and-file employee to boss. It’s about developing a culture that says if something is outside the company’s boundaries of expectations, you’re going to be called on it. Disruptions will not be swept under the carpet.

Everyone makes mistakes – we’re all human, that’s how we learn. The true test of character is how we react to our mistakes.

If we acknowledge and correct our errors, and take proactive steps to ensure they don’t happen again, our co-workers and customers will judge us positively in our ability to handle adversity. If you work hard to correct any mistakes and strive to inconvenience the client as little as possible, they will want to keep doing business with you.

We should never stop trying to fine-tune our organization’s system of delivering our product or service in a way that will result in excellence. The ultimate test is the marketplace, and what your clients say about you.

If we can help you find ways to better deliver excellence within your organization, please contact Mike Bedel at (317) 613-7852 or email [email protected].

There’s just something special about family-owned businesses

Meredith ReinkerBy Meredith Reinker
Roberts Camera

Editor’s note: this recent blog post by one of our clients demonstrates just how special family-owned businesses are, not just to the families who run them but the customers they serve. Reprinted with permission.

If you haven’t heard the news by now, we hope this will find its way to you one way or another:

ROBERTS IS MOVING! ROBERTS IS MOVING! ROBERTS IS MOVING!

By the time you read this, we should be reopened at our new location, 220 E. St. Clair Street in Indianapolis. Here are a few things you ought to know:

Are you going to make a ridiculously big deal out of the new store?

Ummm…Yes! Save the date for our Grand Opening weekend, Nov. 6-8! It is going to be big! We are going to have amazing speakers, tons of seminars, tons of deals and tons of giveaways. Trust me … you don’t want to miss it. We will release all the details soon!

Why are we moving?

There are MANY answers to this question, but the most concise one is that we need room to grow and adapt and change with this new online retail marketplace. My dad has always been a huge proponent of change. It is the reason that Roberts has stayed relevant for as long as it has.

We want room to bring in more product lines and more variety. We want to offer our retail customers an experience vs. just a showroom — try out the camera, try out that lens, test out some studio equipment. Photography should be an experience and we hope to bring that to our new store.

We need a better warehouse and shipping area to help grow our online offerings and processes. We are making a big splash in the used camera business, and what better way to bring people this great gear (at really great prices) than to have a big used camera showroom and tons of inventory to choose from! The Midwest has a large and vibrant photography community and you deserve a place with an extensive selection of used gear. And we want to be the ones to deliver it to you.

We also know that not everyone can buy the latest and greatest — you might just need to rent something for a few days? Well, we can help you there, too! We are going to be expanding our rental offerings (this will happen over time) with some of the hottest new lenses, video gear, audio gear and more.

And, we will finally have a lovely on-site classroom to help bring more amazing seminars and workshops to Indy! Oh yeah … the parking is better, too! We can’t promise a parking lot like you would see at Target — I mean we are still downtown, but we can promise it’s better than what we had! Here is just a small teaser…

Roberts Camera - new bldg

While change is great and necessary (more emphasis on necessary), let me tell you what is not going to change:

Our commitment to the customer and to providing a great experience. We will continue to do whatever we can to make sure that you get what you need, we will listen to you and your needs and give you our best opinions. We will continue to give you the best pricing, and we will continue to educate you so that you can get the most out of your equipment. AND, we will continue to have a staff that is as passionate and knowledgeable about photography as you are.

In short — we never have and never want to be a transactional business where we see you once every five years when your camera breaks and you come in to get a new one. We like relationships, we like friends. We want to focus on the lifecycle of your camera and you as a photographer.

We hope you get your first camera here; take some great classes to learn how to use it; buy some cheap used gear as you make your way through life; trade in your old camera for cash when you get your first job; buy the hot new camera; take some classes to master lighting, Lightroom and light painting; let us help you with the repair process when you drop it; buy some new lenses when you get ready to go on your honeymoon; get your trip pictures printed here; trade up your camera when that perfect job comes along; get a new camera with a great lens to capture every moment of your child’s first years; probably get some pictures printed on canvas; take some classes on portrait photography and sports photography; buy some BIG lenses to capture every second of every sports game; trade in your camera to help pay for college; and college is over — get the hottest new camera with the best lens because your are finally taking that trip of your dreams!

That was not short at all, was it? You get the point. We want to be there for everything. Let us help you achieve your vision and capture every memory … because it goes fast right!

Why else is this move a BIG deal?

Well, for starters we have been in this building (yep, the one below) at 255 S. Meridian Street since 1970. That is 44 years of history, inventory, paperwork, pictures, cameras, clocks, jewelry, weird figurines and more that we have to sort through. We want to make sure that we are bringing only the best to our new store location.

Roberts Camera - old bldg

This move is a pretty big deal to me personally as well. My grandparents started Roberts in 1957 and truly put everything they had on the line to buy this building and make this business work. I learned a lot from them about character, loyalty and hard work.

But for me, it is more about my relationship with my dad, Bruce Pallman. I am currently 33 years old, and my dad has been the managing partner of Roberts for the past 40 years. That means it is the only job he has ever had and the only thing I have ever known. It means I have been coming here for 33 years.

I started answering phones at the front desk when I was 12 years old. I would get so excited to come to work with my dad on Saturdays. We would go to breakfast at Shapiro’s, open the store and I would help turn on all the lights and clean the cases. My grandmother would not let me use more than two paper towels and two squirts of Windex to clean the show cases — she was a child of the Great Depression and you did not waste ANYTHING. During the day, I would answer phones, wrap Christmas gifts for the holidays and bother the staff. My dad would take me to lunch at Union Station when they had the big food court in the upstairs area. We would always get Enzo’s pizza — those really big New York style slices, and I would get a huge soda (which I was NOT normally allowed to have).

Roberts Camera - Meredith as child

And I would watch my dad stand at the front counter and go through his invoices and talk to every person who came in the door. I would see how much fun he was having (and still is having) all the time with everyone that came in the door. He truly loves seeing people, providing great service and getting people what they really need — and not talking them into something they don’t.

It’s funny how you remember the small things so vividly. There were these containers of mixed nuts that my grandmother insisted we sell at the holidays. They were in red boxes and always sat right by the front door. There is a sign that has hung in my dad’s office for years that reads, “It Is What It Is,” because that was my grandmother’s famous saying. I remember her hanging another sign in the store that read, “Any Unattended Child will be given an Espresso and a Free Puppy,” and she thought that was the funniest thing she had ever seen. She made everyone who came in the store read it.

She also RULED the parking lot. If you were not in the store, you did not come within a 10-foot radius of the parking lot without feeling her wrath. I remember my grandfather sitting in his big leather chair at the front of the store, and he would talk with the longtime customers and watch. He’d watch it change, he’d watch it grow and I know he was proud of my dad. I remember when the wholesale district actually had wholesale businesses.

Many things have changed, and many things have not. But the most interesting thing to me is still watching my dad work. His business mind and intuition is one that can’t be taught, you can only hope to absorb like a sponge as much as you can in the time that you have. The best part is that I still get to come to work each day with my dad and see him having so much fun, day in and day out. That’s an experience not a lot of people have (and maybe not a lot of people want), but for me it makes this move that much more important.

I know how much work has gone into making this store what it is today, and I know how hard it will be to continue to move this into the future. But the fun is in the challenge of it, and in the day-to-day, and that is what makes coming to work an adventure where no day is ever the same.

So, all in all, I think the word of the hour is “bittersweet.” I am excited for the opportunities that this growth will bring to Roberts, to the photography community and to Indy. I am sad to be leaving behind such a key piece of this company’s history. I am sad to walk out of that building for the last time. And I am sad to not be able to look at the front counter and picture my grandmother standing there, or my dad sitting in his office laughing with someone on the phone.

But, as my dad will be the first to tell you — you can’t move forward when you are standing still, right?

Roberts Camera - Bruce

Succession Planning: Investing the Proceeds

(Part 5 of 6)

Nick HopkinsIn the previous article in our series on succession planning, we looked at how to avoid the post-sale blues. Now it’s time to talk about how to best manage the assets you have obtained as a result of selling your business or ownership stake.

If everything has gone as planned, you now have a sizeable amount of liquidity with which to invest, and possibly more cash coming your way per the provisions of the sales agreement. The next step is for you and your family to take a hard look at what to do with these funds, both in terms of investing the proceeds and passing it on one day.

The first thing you should do is comprehensive estate planning. This includes important matters such as a will, a living trust, a power of attorney for healthcare situations and a living will. Decisions must be made on how the estate will be bequeathed to your beneficiaries, whether family members or charitable organizations.

We recommend that you revisit estate planning every three to five years, since circumstances can change greatly over that span of time. New charities may have cropped up that you want to give to. Someone who had agreed to serve as trustee could be having second thoughts. You may have had a falling out with Uncle Joe.

It’s not just about emotional relationships, but who can best serve in the role of trustee. A friend or family member may have been a solid choice when your estate was small, but now that it is flush with the proceeds of a sale, it might make more sense to turn to a co-trustee, bank or trust company to oversee the risk of a larger cash pool.

Estate planning requires some hard thought on what sort of lifestyle you want to have in retirement, how much income that will require, and what sort of philanthropic choices you want to make. Many families set up a private family foundation as a vehicle for charitable contributions.

The next stage is to determine how to invest the money. Many successful business owners have kept the large bulk of their personal wealth tied up in their company, and can be unsure how to leverage the proceeds into a reliable income after they retire. You will need to assess your tolerance for risk, as well as your spouse’s, to help determine where your money should be invested in the various market channels — such as public stocks, bonds, private equities or alternative investments.

It’s prudent to hire an investment advisor to give you professional counsel. In selecting them, you should pick someone who meshes well with your personality, has an investment approach similar to your goals, and who you feel you can work with in the long run. It may make sense to interview at least three candidates before making your final choice.

In the accounting profession, we call the sale of a business a “liquidity event,” since it usually results in the quick acquisition of a large amount of liquid funds. For most people this is an once-in-a-lifetime occurrence, so you want to be in a position where everything from an investment and estate planning perspective is well managed.

Your investment choices should be appropriate for your age, stage of life and risk tolerance. If you retire at age 65, your life expectancy is around 87. With 22 years of life left, that’s a long period of time to plan and prepare for to make sure your money lasts. A lot of people will see that they’ve got a couple of million dollars banked and think they’re set for life. But that is not always the case, especially with unforeseen circumstances like a medical crisis or a downturn in the market.

Some people are not comfortable with equity markets, and can’t handle swings in volatility. Just this past week we’ve seen the Dow Jones fluctuate by several hundred points. The real test of your investment approach is if you can sleep well at night and not worry constantly about your nest egg. You worked hard to build your business and find the right buyer, so you deserve peace of mind.

If you have any questions about how to manage the post-succession process, please call Nick Hopkins at (317) 608-6695 or email [email protected].

Employee Spotlight – Jennifer McNett

Jennifer McNettJennifer McNett joined the firm in summer 2011. Raised in Plainfield, Ill., she earned a B.A. in accounting from Lewis University. As a Manager in the Tax Services department, she works with individuals and closely-held businesses across a broad range of industries on tax planning, compliance and multistate tax issues. She specializes in tax controversy, representing clients before taxing authorities when disputes arrive.

In her spare time Jennifer enjoys hiking, doting on her pet cats, bird-watching, playing video games and going to car cruises with her husband, Steve, in their 2010 Camaro Indianapolis 500 Pace Car. She volunteers as financial advisor to the Board of Directors for the Indiana Next Generation Camaro Club. Jennifer also serves on the Finance Committee for Dress for Success Indianapolis, whichassists disadvantaged women by providing professional attire, career development tools and support resources.

Jackson, Woehler join firm

Tanika Jackson Aimee WoehlerWe are pleased to announce that Tanika Jackson (left) and Aimee Woehler have joined the firm. Both are Staff members in the Entrepreneurial Services department.

 

How to Value a Business: The Asset Approach

(Part 4 of 4)

Jason Thompson thumbIn part three of our series on the valuation process, we discussed the market approach, one of three approaches available to a valuation analyst as they determine the value of a company or partial interest in the company. Our final communication in this series addresses the third valuation approach, the asset approach, and the specific methodologies within it.

The asset approach is defined by the International Glossary of Business Valuation Terms (“Glossary”) as a general way of determining a value indication of a business, business ownership interest or security using one or more methods based on the value of assets minus liabilities. Under this approach, the valuation analyst adjusts the value of the assets and liabilities (both reported and not reported) of the business from their stated values to the chosen standard of value for the engagement, i.e. fair market value.

In applying an asset approach, the valuation analyst must make an assumption about the operational premise of value for the business. The operational premise of value is an assumption regarding the most likely set of transactional circumstances that are applicable to the business being valued. Two of the general premises utilized are going concern, meaning the business is expected to operate indefinitely into the future, and liquidation, meaning the business should be shut down and the assets disposed of in either an orderly or forced manner.

This approach is typically used in connection with a business that has a heavy concentration of assets, e.g. real estate or investment holding companies. In addition, this approach is often utilized in situations where the earnings of a business are insufficient and do not provide a reasonable return on assets.

One of the more popular methods within this approach is the adjusted net asset method. This method is defined by the Glossary as a method whereby all assets and liabilities — including off-balance sheet, intangible and contingent — are adjusted to their fair market values. Under this method, all assets and liabilities of the subject company are identified and adjusted from their stated values to their fair market values. The adjustments considered are dependent on the “premise of value” chosen for the valuation.

One challenge that often accompanies the application of an asset approach is the identification of off-balance sheet assets and liabilities/contingencies. Under Generally Accepted Accounting Principles and the various U.S. Treasury regulations that guide income tax reporting, there are varying definitions for what is and what is not reported on a balance sheet.

For instance, neither set of these “accounting rules” requires a business to record their own internally generated goodwill, an intangible asset of the business. Thus a subject company’s balance sheet will not include any amount for internally generated goodwill, only goodwill purchased from a third party. In order to appropriately apply an asset approach, this goodwill would need to be valued and included with the other reported assets. This same issue exists for unreported liabilities or contingencies, e.g. a long-term operating lease obligation.

Use of the asset approach often requires the assistance of other appraisers. Real estate, machinery and equipment appraisers can be very helpful in determining the specific fair market value of assets held by the subject business. In addition, it often requires the use of other valuation methodologies and therefore can be a more cumbersome valuation approach if you are already applying an income and/or market approach.

For more questions about how to determine the value of your business, call Jason Thompson at (317) 608-6694 or email [email protected].

Leaders: How Sharp is Your Saw?

Lisa_PurichiaIn Steve Covey’s seminal book “7 Habits of Highly Effective People,” there is a chapter that refers to “sharpening your saw.” It tells of a lumberjack who is trying to cut a large tree, and not making much progress because the dull saw is not very effective. Someone tells him he should stop and sharpen the blade to expedite his task, but he believes the time lost stopping to sharpen the blade will prevent him from completing the task in a timely manner.

Unfortunately, a lot of leaders in business reflect the beliefs of the short-sighted lumberjack.

They spend too little time in their own professional development: learning new skills, new approaches, new technologies or analyzing the changing trends in their respective industry. They immerse themselves in their day-to-day operations, dealing with the same problems and challenges without ever stopping and evaluating the situation to investigate a possible improved process or procedure.

Remember the definition of insanity: utilizing the same failed process or procedure over and over, but expecting a different result!

As a leader of your enterprise or organization, how much personal improvement time (as in hours) do you budget for yourself and your top managers each year? How many dollars did you allocate to improve your personal skills or for your management team to attend outside educational resources?

As Indiana CPAs, we are required to attend a minimum of 120 hours of continuing professional education every three years in order to maintain our licenses. What do you require of yourself and staff to maintain their competence? Their skills? Their value to your business?

Our business environments exist in a sea of constant change, and that condition will only grow more turbulent in the future. We must endeavor to commit our organization to a strategy of continued learning and improvement, and imbed the concept of adapting to our changing industries as a critical requisite component to the success of our operations.

There is a cliché that states: If you are not growing … you are dying! As leaders, we must commit ourselves and our organizations to self-improvement, adapting to changing environments and, most importantly, enhancing our human capital – our most critical asset.

I would challenge you that if you look back over the past 12 months and you cannot list at least five actions where you attempted a new approach, attended a class or broadened your insights into your company – are you any different than the short-sighted lumberjack?

Growth is not always measured in revenue dollars, but rather growth in capabilities, growth in talent, growth in the frequency of trying new approaches, products or services. If you do those effectively, the growth in revenue dollars and growth in net income will result.

So, as a leader, whether that be your company, your department or your personal efforts – commit yourself to continue learning by budgeting for it and planning to make it happen. Do it now! Do not procrastinate.

As a leader, challenge yourself to set a higher standard. If you are successful in demonstrating a commitment to continuous improvement, you will find your leadership infectious; and that is a positive attribute.

If you need advice on how to sharpen your company’s saw, call Lisa Purichia at (317) 608-6693 or email [email protected].

Employee Spotlight: Lisa Blankman

Lisa_Blankman_low_resA Senior in the Audit & Assurance Services department, Lisa Blankman has been with Sponsel CPA Group for three years. She joined the firm shortly after graduating from Marian University’s accounting program and received her CPA license in September of 2013. Lisa supervises the staff on compilations, audits, reviews and agreed upon procedures for clients in a variety of industries, including not-for-profits.

A native of Greensburg, Ind., Lisa lives on the Indianapolis Southside. She is very active in professional and community circles, including membership in the Indiana CPA Society (INCPAS), the American Institute of CPAs (AICPA) and the Young Professionals of Central Indiana. She mentors students at New Tech High School and helps them prepare for life after school, and is a board member of Marian University’s Central Indiana Chapter, helping organize alumni events. Lisa is also co-captain of the Sponsel Corporate Challenge team.

In her spare time Lisa enjoys reading, playing softball in a summer league with some of her co-workers, cheering for the Colts and Cincinnati Reds, and competing in trivia nights at local bars and restaurants.

Succession Planning: Avoiding the Post-Exit Blues

(Part 4 of 6)

Jason Thompson thumbIn our previous segments of this series, we have discussed the sequence of events leading up to the exciting big event that the business owner has worked toward: when you “cash out” and head towards your “second career” in retirement.

We find that many owners who go through this process do not always prepare themselves for the post-exit transition period. This can be a very challenging existence for a number of reasons.

Many sale agreements require that you remain with the company for a transitional period — usually 6 months to two years. During this time you may find that no longer being “in charge” is not only foreign to you, but a situation that you find incredibly frustrating. You may find that the new owner is making changes to your “beloved operations” that are very different from your philosophy and inconsistent with the way you ran the business for 20, 30, or 40 years!

You may also find that your former employees are not being treated in the manner that was at the core values of the company when you owned it. You may also find that after the initial transition period, you are still being paid and have an employee agreement, but there is very little for you to do but answer questions. You may even come to question in your own mind what your value is to this endeavor.

Our experience is that in about 40%-50% of these cases, the former owner terminates the transitional employment agreement before its term is complete. The former owner will be challenged by his or her own relevancy to the company they used to preside over, as the “troops” are now seeking direction from the management team installed by the new owner.

So as an owner contemplating a sale of your company, how do you avoid these pitfalls? To a certain degree, you can’t, as they come about as a result of a natural human reaction to life’s events. But you can help yourself as follows:

  • Psychologically prepare yourself for this change. Many owners have sought counseling, or at least conferred with other business owners who have experienced a similar transition.
  • Talk very candidly with the buyer and clearly define your terms, conditions and responsibilities during the transition period.
  • We would recommend agreeing to a short transition period as practical, with options to extend upon mutual agreement, rather than a longer period.
  • In the sale or exit event, if there are people or conditions you want to see maintained, negotiate for those in the sale agreement. Because after this transaction, you are no longer the owner, president or CEO – you gave up that authority upon the sale, and hopefully have a much larger bank account to show for it!

The key to a personally successful exit from your company and avoiding any second-guessing after the transaction includes:

  • Honest self-reflection on your personal motivation for exiting, and acceptance that your professional life will change!
  • Proper planning in all phases and negotiations of the transaction.
  • If you have any “sacred cows” of any sort, cover these in the legal agreements related to the sale.
  • Discuss any apprehensions with your spouse or significant other, as you will need their listening ear and support.
  • Make it a fun event!

We as a firm have done a multitude of exit transitions on a number of different scales and structures. If we can help, please give us a call Jason Thompson at (317) 608-6694 or email [email protected].

Welcome, Leighton Gough!

Leighton_Gough_smallLeighton Gough has joined the firm as a Staff member in the Audit & Assurance Services department. His duties will include compilations, reviews and audits for various clients. A 2014 graduate of Franklin College majoring in accounting and finance, we welcome him as the newest member to our growing professional staff!

Purichia featured on RTV6

Partner and Director of Entrepreneurial Services Lisa Purichia was recently featured in a segment on RTV6 about her work with the National Association of Women Business Owners (NAWBO). The group has launched the Young Entrepreneur Academy (YEA), which Purichia chairs, to provide middle and high school students with the knowledge and skills to become entrepreneurs.

Click here to watch.

Next>IN meets Sept. 24

Next>IN, sponsored by Sponsel CPA Group, will hold its next lunch session Sept. 24 focusing on: Millennials: The Future Leaders. The group will hear presentations by Jenny Banner, Principal at Bright Corner Group and Beth Rovazzini, President of B&W Plumbing and Heating. Email Amber Cash-Hoover to learn more about Next>IN.

New Rules Coming for Revenue Recognition

Mike_Bedel_smallAfter many years of study and analysis, the Financial Accounting Standards Board (FASB) issued a new Accounting Standards Update earlier this summer regarding the appropriate accounting treatment for revenue going forward.

As revenue is a critical financial measure for companies and stakeholders, how it is recognized on financial statements can have a tremendous effect on the entity’s future, including its ability to attract investors and borrow money.

The new rules from FASB, outlined in ASU No. 2014-09, are an attempt to correct identified weaknesses and areas for improvement in the accounting for revenue under current standards, as well as converge the methodology used in the U.S. with that around the globe. It also aims to standardize revenue recognition practices across different industries and markets, improve the usefulness of required financial statement disclosures and make them easier to prepare.

As a guiding principle, the FASB standards state: “Revenue should be recognized in a way that reflects the transfer of promised goods or services to customers. The amount of revenue recognized should be equal to the consideration that the company expects to be entitled to for the promised goods or services.”

ASU No. 2014-09 lays out a five-step approach for recognizing and measuring revenue:

  1. Identify the contract with the customer — This defines an agreement between two or more parties on enforceable rights and obligations, payments and so forth.
  2. Identify the contract’s separate performance obligations — A performance obligation is a promise in the contract with a customer to transfer a distinct good, service or bundle of goods and services.
  3. Determine the transaction price — An entity must determine the transaction price based on the terms of the contract and the entity’s customary business practices, less amounts collected on behalf of third parties (such as taxes).
  4. Allocate the transaction price to the separate performance obligations — This is done by determining the standalone selling price of the good or service associated with the performance obligation, and allocating them within the total transaction price.
  5. Recognize revenue as the entity satisfies a performance obligation — A performance obligation is satisfied when an entity transfers a promised good or service to its customer, which is deemed to occur when the customer obtains control of the item.

The new rules also contain a subtopic on contract costs to provide guidance on whether a company must capitalize or expense contract costs.

ASU No. 2014-09 is effective for annual reporting periods beginning after Dec. 15, 2016 for public entities and after Dec. 31, 2017 for nonpublic entities. There are limitations on early adoption. The FASB established these deadlines to give companies time to consult with their financial advisors so they can best comply with these significant changes in revenue recognition rules and incorporate them into their ongoing business goals.

If you need any guidance about the changes to revenue recognition standards, please contact Mike Bedel at (317) 613-7852 or email [email protected].

Collaborative Law: An Alternative Approach to Divorce

Tom_SponselDivorce can obviously be a very painful transition in anyone’s life — not only from an emotional and family perspective but also logistically, legally and fiscally. It is not unusual for some contentious divorces to take three to five years to complete, mentally and financially draining the estranged spouses, and dragging out the process when what they most desire is to get on with their lives.

Fortunately, a new area of practice has emerged that aims to make divorce more amicable, quicker and less costly. Collaborative Law combines the skills of trained attorneys, financial and mental health professionals who come together with the stated goal of rendering the legal separation — including property settlement, child custody and support needs — as painless as possible.

In some cases, divorces governed by collaborative law are completed with just a handful of meetings after only a few months.

In collaborative law, both parties enter an agreement stating that they do not want to go to court. The spouses declare their desire to maintain mutual respect for one another. Obviously, there must be a high level of trust between the separating spouses — including truth about the marital assets — in order for this process to work.

Each spouse retains their own attorney trained in collaborative law, and financial and mental health professionals are selected from an agreed-upon list of qualified individuals. If the collaborative law engagement fails, it is stipulated in the contract that the couple has to start the legal process over with a completely new set of professionals, in order to avoid conflicts of interest.

From an accounting perspective, our role in a collaborative law divorce includes tasks like valuing business interests, preparing the marital balance sheet, determining the potential incomes of the parents and calculating child support payments. (The attorneys are there to advocate on behalf of their respective clients’ needs and desires, and mental health professionals help them traverse the mental and emotionally minefield involved with children, mothers and fathers.)

The benefits for the separating couple are obvious — a less contentious divorce that generally costs far less and happens much quicker than a judicial proceeding. And they get to be directly involved in every step of the process, splitting the marital assets and any support payments by mutual agreement rather than having a judge make that determination for them.

Aside from the reduced costs and time involved, getting to make your own decisions is perhaps the most attractive feature for couples going through this very difficult task. A court divorce can leave both people feeling stripped and laid bare, while a collaborative law process allows them to feel safe, dignified and respected by their former spouses. It is important for the children to observe their divorced parents demonstrating mutual respect and civility for the long-term emotional welfare of those children.

If you are interested in consulting about a collaborative law engagement, please contact Tom Sponsel at (317) 608-6691 or [email protected].

Bedel hosting webinar Aug. 27

Mike_Bedel_smallPartner and Director of Audit & Assurance Services Mike Bedel will host a webinar at 2:30 p.m. on Aug. 27. The free session, “Audits, Reviews and Compilations: Choosing the Right Level of Service for Your Financial Statements,” instructs enrollees on the differences between an audit, review and compilation level of services and discusses the critical factors to evaluate. Click here to sign up.

Succession Planning: The Exit Transaction

(Part 3 of 6)

Jason Thompson thumbIn last month’s article on succession planning, we talked about selecting the right leadership team for a business ownership transition. Now it’s time to discuss the actual sale transaction: determining the liquidity the owner can expect to receive and what form it might take.

The first thing to determine is what type of sale it will be: a total outright transaction for the entire enterprise or a portion of the equity. Typically an outright sale occurs when the owner(s) is looking to retire or start an entirely new venture. If they want to stay involved, but move out of the hot seat of leadership, they might choose to sell only a part of their equity.

The next question is to whom the business will be sold. While sale to an outside party is common, other possibilities include a buyout by the current management, merger with another company, acquisition by an Employee Stock Ownership Plan (ESOP) or a similar vehicle in which the employees become the owners.

In my experience with many business exits, I find that the objectives of the selling shareholder — i.e., what they would like to see happen to the business after their departure — will define what type of transaction the “sale” evolves into. Many business owners who worked hard to build their enterprises feel a responsibility to the company’s legacy and to their employees, and that weighs heavily into their exiting objectives.

Part of any successful exit plan it to gather a team of advisors who will help the seller facilitate the transaction in a way that meshes with their objectives. This team can include legal counsel, accountants, a business broker who finds a buyer, insurance professionals and others necessary to properly effect the transition in an efficient manner and manage the risk involved.

Part of the advisors’ job is to manage the expectations of the seller, to help develop terms and conditions for the transaction and then be flexible in negotiating a transaction favorable to the seller. The most important things are getting a fair price for the value of the company and formulating a plan for the sale proceeds that meets the seller’s requirements.

As a rule, 100 percent cash sales are very rare. So that means the seller is probably going to carry some paper on the transaction. It’s important to establish terms of payment, time frame — it’s better to keep it short — and the interest rate. The seller also needs to consult with a tax advisor to understand the tax consequences of a sale to one’s personal financial situation.

Also, a seller should be aware that it is common for a buyer to insist upon a non-compete clause, so the seller can’t operate in the same market and/or industry for a specified term. After all, from the buyer’s position it makes little sense to pay a fair price for a company if the seller takes their expertise and business relationships to set up a new competing shop across the street!

Gathering the correct documents and executing them can be a time-consuming process that can even put the transaction at risk. Once the Letter Of Intent is signed, the seller should establish a tight timeline for consummation of the sale so distractions and delays don’t endanger the deal.

Finally, in my experience the most successful transactions are those in which the seller and buyer personally like each other. When they can communicate well and have a shared base of trust and mutual respect, differences and misunderstandings can often be worked out without sinking the sale. In one case that I was a party to, the lawyers reached a stalemate over terms, and the CEOs of the buying and selling companies resolved the matter with a simple phone call.

In next month’s succession article, we’ll talk about avoiding the Post-Sale Blues.

If we can assist you with any succession planning and business exit planning issues, please call Jason Thompson at (317) 608-6694 or email [email protected].

Duncan featured in Indianapolis Star

One of our very own was recently prominently featured in The Indianapolis Star Sunday business section. The article published on July 27, “Senior accountant reaps rewards of hard work,” talked about how Jared Duncan went from being an intern at Sponsel CPA Group in 2012 to a staff accountant in the tax department to his recent promotion to Senior.

Jared also shared his thoughts on how he chose the accounting profession for his career, passing the CPA exam and advice for aspiring accountants.

“The exposure in the article was great because it gave me the opportunity to explain what makes Sponsel a unique and exciting place to work for. I was also pleasantly surprised about all of the calls and letters I received from Marian University alumni and many others who reached out after reading the article,” Jared said.

Outsourcing CFO Functions an Attractive Option

Lisa_PurichiaMany businesses today struggle with whether or not to hire a Chief Financial Officer and perform their accounting functions in-house. And it’s not just small companies – medium and even large businesses sometimes find that ensuring proper financial reporting, supported by prudent accounting systems, is just beyond their abilities.

A growing trend is to outsource CFO/accounting functions to a third party. In the past, this has commonly been done on an interim basis – such as when a company is looking for a new CFO, or the business hasn’t grown enough to support such a position. Essentially, it was seen as a Band-Aid approach.

But more and more, businesses are finding outsourced CFO functions to be a permanent solution to their accounting and financial reporting needs.

Outsourcing can come in many different forms. Some companies may keep their own CFO on staff but delegate the nuts-and-bolts bookkeeping work to a CPA firm. Others may have an accounting department, but look to someone else for management and oversight. And some prefer to have all their accounting and financial reporting responsibilities handled by an independent party.

Here are some common circumstances in which outsourcing is used:

  • The company lacks the ability to hire and retain a qualified CFO.
  • A business has outgrown its bookkeeper and needs controller-level oversight, but isn’t yet big enough to fund a full-time CFO position.
  • The previous CFO leaves employment, and while the search is ongoing for a permanent replacement, they need someone to stabilize their accounting functions for several months.
  • The business wants to outsource its entire accounting needs.

In the latter scenario, companies generally want turnkey solutions that take the entire accounting burden off the plate of the CEO or other senior management, so they can focus on things more warranted by current business demands — such as sales, production, marketing, etc.

As a resource many of our clients have turned to for this executive-level service, Sponsel CPA Group can put together a highly customizable package of services responsive to the needs of the company, including facilitating financial reporting requirements. In most cases, fees are billed on an hourly basis using a monthly retainer system based on an agreed-upon scope of services.

The benefits of this approach are obvious. Management is rid of the responsibility for meeting financial deadlines in favor of a third party, allowing them to concentrate onmore critical endeavors to build on their success. They know they can pick up the phone and hold one person accountable for all their bookkeeping and financial reporting needs. The working relationship with the outsourced accounting firm is strengthened, lending trust for any other types of engagements.

It should be noted that when a CPA firm is providing outsourced CFO functions for a client, ethics rules prohibit them from performing attest functions such as audits or reviews of financial statements, since these services must be executed by an independent CPA.

Once a stopgap solution, more and more companies of varying sizes are finding that outsourced CFO/accounting functions are a fruitful arrangement that fits their needs on a permanent basis.

If we can assist you with outsourcing some or all of your company’s accounting functions, please contact Lisa Purichia at (317) 608-6693 or email [email protected].

Succession Planning: Selecting the Right Leadership

(Part 2 of 6)

Jason Thompson thumbIn our last article on succession planning, we gave an overview of how to begin the discussion of an exit strategy for the business owner or owners. Now it’s time to look at selecting the right leadership team to ensure a smooth transition, as well as maximize the value of the company in preparation of a sale – whether to a third party or a family member.

One of the keys to making a business more valuable is to have the right human assets, talent and skillset already in the company at the management level. Depending on the role of the business, one of the best ways to provide for the perpetuation of the company’s success is to ensure you have outstanding management in place in all vital areas of the operation.

Think about it from a seller’s perspective. If you knew most of the key managers who helped build and run the business would leave after the transaction, or if the current leadership seems inept without daily guidance from the current owner, it will seem like much more of a challenge to take on. As a result, they won’t want to pay as much.

On the other hand, the more the managers already in place can operate in an autonomous way without requiring direction from the current owner/leader, the more valuable the company can be.

The first priority should be in the “C-suites,” the highest-level executives: the CEO, COO, CFO, CIO and so on. It’s obviously critical to have the “right people on the bus” — those who have the proper expertise for their role and share a common vision for the company’s goals.

But don’t ignore the lower levels of management. It’s smart to take a really hard look at the organization chart in a strategic manner, and think about who might be ready to retire or move on – and who their replacement might be.

In contemplating a succession, you should perform an exercise where you evaluate every key position you have, whether the current person is performing up to task, and if you have somebody identified who would be the logical choice to step in and take over.

At Sponsel CPA Group, we advise most owner/managers to start thinking about succession five to 10 years out – though it’s never too late to start planning. During this phase it’s important to recruit, train and promote from within the business so your bullpen is always strong.

This can be a challenge for some strong-willed CEOs, who think everything revolves around them and the business would come crashing down without their daily oversight. This may be true, and even gratifying to some extent, but it diminishes the potential value of the company if the people around you aren’t trained to operate in your absence.

We recommend that business owners meet from time to time with managers in vital positions to assess their place within the organization. Talk frankly about what’s expected of them today, and also how you envision their role changing in the next three to five years. If you spot a hole in the skillset they’ll need to advance to the position you both desire, develop a plan to fill it.

It can even be helpful to have a written plan of how to groom someone for their move up the company ladder. For example, in year one they will take on certain new responsibilities; in year two they will gain oversight of this particular department, and so on.

If you feel like your current team of managers isn’t up to snuff, start making moves now so in a few years they’ll be fully trained and ready to go when you’re heading out the door. This will not only help the company you created or grew, but enhance your own financial position when the business gains in value.

If you have any questions about the succession planning process, please call Jason Thompson at (317) 608-6694 or email [email protected].

Employee Spotlight: Danita Holmes

Danita HolmesAs an Administrative Assistant for Sponsel CPA Group, Danita Holmes is often the first face or voice our clients encounter – she answers the phones and greets visitors at the front desk, providing a friendly, professional presence. Since joining the firm last November, she also assists with billing, scanning documents and anything else that helps move the company forward.

An Indianapolis native and Ben Davis High School graduate, Danita comes from a large family – seven brothers and four sisters, including two sets of twins. She is a twin herself. Danita has a 26-year-old daughter and a son who is 23, and enjoys reading, walking, traveling and spending time with her family. She is passionate about volunteering, and works with Big Brothers & Big Sisters of Central Indiana and Indy Reads. Danita also mentors IPS teenage girls.

Three promotions

Sponsel CPA Group is proud of its record of recruiting top young talent, and then helping them develop their careers once they’re here. Outstanding performance is rewarded and valued.

So we are pleased to announce the following individuals have been promoted to assume additional responsibilities within our team of professionals. Congratulations to them all!

  • Amber Cash-Hoover, Senior Analyst, Valuation and Litigation Services
  • Jared Duncan, Senior staff accountant, Tax Services
  • Maulik Khatadia, Senior staff accountant, Audit & Assurance Services

Golf victory!

Brian Freeman Memorial Classic

Our firm often fields teams for charitable sporting events, including the Annual Brian Freeman Memorial Classic. This golf tournament raises funds in memory of Brian Freeman, who was taken from this world after only 16 years due to a car accident in 1999. Brian was a special young man who cared for people, young and old. Money raised goes to assist the less fortunate and to make the community better — as Brian made us better!

This year our team was proud to come in 1st place, beating out fierce competition! Partner and Director of Tax Services Nick Hopkins was joined by Derek Phillips, Jason Lee and Will Turner.

Building Business Value In The Exit Planning Context

Jason Thompson thumbRecently the Exit Planning Review distributed an excellent article from T. Ray Phillips titled, “Building Business Value In The Exit Planning Context.”

In it, he talks about building value in a business in anticipation of the owner exiting the company with the right amount of cash they desire for retirement or their next venture.

He says:

We look at building value a little differently because in exit planning, we take a longer view and help business owners prepare to exit their companies when they choose, and for the amount of cash they desire.

So building value is not exit planning, but building value is a necessary and principal part of every owner’s Exit Plan. In turn, Exit Planning provides the context for building value. In other words, building value serves many masters—one (and I’d argue the primary one) is to enable owners to reach their ultimate goal of converting their lives’ work into the post-business lives they desire.

When we talk about building value in the context of Exit Planning we ask:

  1. What is the company’s current value?

  2. What value must the company achieve to enable its owner to reach his/her lifetime income and other exit objectives?

  3. What tactics will you employ to close any gap between today’s business value and the value you need upon exit?

  4. How can you transfer business value most efficiently (tax and otherwise)?

He goes on to offer some case studies of different clients’ situation, and how they used exit planning to enhance their position.

To read the entire article, click here.

How to Value a Business: The Market Approach

(Part 3 of 4)

 

Amber HooverIn our last article on the valuation process, we discussed the income approach, one of three valuation methods available to a valuation analyst as they determine the value of a company (or partial ownership of the company). This article talks about another approach, the market approach, and the specific methodologies within it.

The International Glossary of Business Valuation Terms defines the market approach as a general way of determining the value indication of a business, business ownership interest, security or intangible asset by using one or more methods that compare the subject of the valuation to similar businesses, business ownership interests, securities or intangible assets that have been sold.

In general, this approach is based on the theory of substitution, meaning that a known value can serve as a benchmark indicator of the value for a particular subject. In order to apply the market approach, the valuation analyst must identify and establish a relationship between the known values of another business (or business ownership interest) and the valuation subject.

Within the market approach, two of the more popular methodologies are the Guideline Public Company method and the Guideline Private Company Transaction method. As indicated by the names, the source of the known values used as guidelines is either public company values or private company values.

There are numerous sources for information on public companies, leading one to think this methodology would be most commonly utilized. While there is an abundance of data available for use in this method, the key to utilizing the method is establishing a “substitute” or “comparable” for the particular subject business or ownership interest.

When it comes to publicly traded companies, many are gigantic in revenue size and have diversified revenue streams, global operations, skilled and highly knowledgeable management, ready access to capital markets, complex capital structures and a wealth of other characteristics that simply don’t exist for a privately held business, or exist only in a limited fashion. These differences, if not properly adjusted for, can make use of this method quite challenging.

The private company transaction method is a second source for guideline information. In most instances private companies do not publicly disseminate the details of a sale. However, in some cases these transactions involve brokers or other professionals who may retain that information. With proper permission, they can submit it to various databases that collect and analyze transactions.

Valuation analysts subscribe to databases such as Prats’ Stats, BizComps, DoneDeals and the Institute of Business Appraisers (IBA) Market Database to gather information for use with the guideline private company transaction method.

Like the public company method, analysis of the information related to the transaction is key to identifying whether a particular transaction or a group of several transactions are a good substitute/comparable for use in valuing the subject business or ownership stake.

A third methodology often utilized within the market approach is the Prior Transaction method. This methodology uses prior transactions of the subject company as an indicator of current value. In applying this method, it is important to assess the circumstances surrounding the prior transaction in order to verify it is an arm’s length transaction and is representative of current market expectations.

In the final article of our series, we’ll analyze the asset approach to valuation.

For more questions about how to determine the value of your business, please contact Amber Hoover at (317) 613-7844 or [email protected].

Succession Planning: Starting the Discussion

(Part 1 of 6)

Amber HooverOne of the unfortunate consequences of the Great Recession is that so many business owners were focused on the immediate survival of their company, they put off long-term planning for the future – including an exit plan for when they want to retire or sell their business.

This month we are beginning a new six-part series that will walk you through the succession process, starting with an overview of how to begin the discussion. Subsequent articles will focus on specific topics like positioning the company for a sale, getting a new management team in place, finding the right advisors, and so on.

In our collective years of experience, the team at Sponsel CPA Group has often encountered owners of very successful ventures who haven’t adequately saved for retirement on a personal basis. Most of their personal wealth is tied up in the business, and they thought that was enough to fund their golden years.

One of the first things you must do is define financial freedom for yourself. What sort of lifestyle do you expect to maintain in retirement? How much money will you need? How can you best extract that value from the business and turn it into personal income-producing assets during your retirement years?

It’s vital to keep in mind that succession planning isn’t an overnight process. We advise most clients to start thinking about it five to 10 years in advance. If you want to retire young enough to enjoy the fruits of your labors, that can mean starting the planning process while you’re still in your prime. But it is never too late, if your timeline is shorter.

This can be a challenge in of itself. If you are a 55-year-old Baby Boomer who feels like you’re at the top of your game, it’s natural to resist contemplating the finale. So ask yourself: are you really ready to give up control?

If yours is a family business with multiple generations of ownership, there can be an additional sense of responsibility to those who came before and after. In this case, it’s vital to communicate with the next generation as early as possible to explore if they’re interested in acquiring the business.

Too often, this sort of serious discussion never takes place, which can result in all sorts of undesirable confusion and enmity. The legacy of the business operations may not survive.

For example, we once advised a client with two children: a son deeply involved in the day-to-day running of the business, and a daughter who was completely uninvolved and disinterested. The owner’s initial plan was to transfer ownership of the company to the son, but give the real estate to the daughter. The son objected, arguing that he would be doing all the work (50-70 hours a week) while his sister would sit back and collect rent checks, with no effort!

In another scenario, a father (a second generation owner) sold the company to a third party, only to learn after the letter of intent was signed that his daughter had hoped to one day take over the reins, even though she was not working for the business at the time of the sale. She was never asked by her father if she had an interest in the business.

These examples go to show that it is not always clear-cut in terms of what the family will think is fair. If that next generation is married, this adds another component as their spouse may want to have a say and/or participate in the business.

Finally, as you begin the discussion for succession, consider the potential value of the company and what terms of the transaction will be acceptable to you.

In our experience, a very small percentage of business owners walk away with a single check for a lump sum. In most cases, it’s actually less than 5 percent of the purchase price. So start thinking about the payment terms and financial structure you will need in retirement, or for your next venture.

In next month’s installment, we’ll talk about selecting the right leadership team to ensure a smooth transition.

If you have any questions about the succession planning process, please contact Amber Hoover at (317) 613-7844 or [email protected].

IT Security: Protecting Your Company

Chris EdwardsNot long ago we talked about how to protect your customers’ important data. Now let’s discuss ways to safeguard your company’s internal systems and databases.

There is a quiet but ongoing war between hackers and IT security over preventing unwanted access to the systems of businesses and organizations. The challenge for those of us on the protection side is that there’s always a new bug or program cropping up to infiltrate computer networks – often without us even knowing at first – such as the Heartbleed virus you’ve probably heard about.

Many business people who are non-technical in nature think simply having a firewall and anti-virus software in place is enough to defend your company’s internal systems and databases. But this may not always be the case with today’s most sophisticated data infiltrators. So you should take proactive steps to protect them before the bad guys think to target you.

Some of this may seem self-evident, but you would be surprised how many organizations fail to physically secure their systems. This includes:

  • Having a locked room where the company’s servers are located, with only senior management and IT experts allowed access.
  • Making sure all laptop computers that are owned by the business or contain company data are accounted for at all times.
  • Ensuring that computers both inside and outside the office are protected with encryption software. This can be done in one of two ways: encrypting individual devices so unauthorized people can’t access it, or storing all your crucial information in one place and having employees access it remotely.

One thing to guard against is what we call social engineering, in which hackers interact directly with a person to try to trick them into giving up their passwords, or fool IT staff into giving them access by resetting a password. Having strict security policies and ensuring everyone adheres to them is how you protect against social engineering.

Doing such things as making people verbally give you their pin code over the phone, and shutting off their access if they can’t get it right in a certain number of tries, may seem harsh. But it greatly reduces the chances of a hacker getting into your company’s databases or taking over your website.

Then there is the familiar issue of passwords. Everyone feels hassled about having to remember so many passwords these days. But a little frustration is well worth the security that comes with having a strong password system that is unlikely to be broken by hackers who use randomization programs to guess your access codes.

Your password criteria should be: no less than eight digits; use a mix of upper- and lower-case letters, numbers and symbols; and change it often – once every 72 days is recommended.

Disgruntled employees can be a major source of IT intrusion. If you know a certain worker is going to be terminated, work in advance of their notification to make sure they can’t do any important damage.

Finally, at least once a year, have your IT manager or consultant do a complete “sanity check” of your system, performing a top-to-bottom review of things like security protocols and data recovery backups.

If you need to consult with an expert about protecting your company’s data, please call Chris Edwards at (317) 613-7855 or email [email protected].

How to Plan for the New Medicare Investment Tax

Nick HopkinsDuring the tax filing season this year, many people were surprised to find an additional tax on their bill they hadn’t even known about.

As part of the federal healthcare reform legislation, a new 3.8% Medicare tax was applied to net investment income. The NIIT, as it is known, affects modified adjusted gross income in excess of $250,000 for married couples filing jointly, or $200,000 for single filers.

While no one welcomes a tax increase, with a little planning and the counsel of your financial advisors it is possible to minimize the impact of the NIIT on your tax obligations.

The amount actually subject to the NIIT is the lesser of your net investment income or the amount by which your modified adjusted gross income exceeds the threshold amount. Net investment income includes:

  • Interest, dividend, annuity, royalty and rental income (unless derived in the ordinary course of a trade or business)
  • Income from passive activities
  • Net gain (to the extent taken into account in computing taxable income) attributable to the disposition of property other than property held in an active trade or business

Certain types of income are excluded from the NIIT, including qualified retirement plan distributions, tax-exempt income, active trade or business income, items taken into account in determining self-employment, and gains on the sale of a principal residence (to the extent the gain is excluded from gross income).

The following are steps to consider for reducing or averting the 3.8% Medicare tax:

  • Manage your adjusted gross income. Consider accelerating deductions or deferring income in order to stay below the taxable threshold.
  • Consider tax-exempt bonds. Tax-exempt income lowers your modified adjusted gross income (MAGI) and is not subject to the NIIT.
  • Consider rebalancing your investment portfolio. Emphasize growth stocks over dividend-paying stocks.
  • Utilize capital losses to offset capital gains subject to the tax.
  • Consider charitable donations of appreciated securities rather than cash. This will avoid the capital gains tax on the built-in gain of the security and avoid the 3.8% NIIT on the gain, while still generating a charitable income tax deduction.
  • Consider the timing and amounts of distributions from retirement accounts. Although distributions from such accounts are not considered net investment income, the taxable portion of such distributions increases MAGI, which could create a tax on investment income. Since Roth IRA distributions are not taxable, they do not increase MAGI. Taxpayers with traditional IRAs should contemplate converting to a Roth in a year when investment income is minimal.
  • Consider installment sales and the timing of principal collections to remain below the taxable threshold.
  • Consider triggering suspended passive loss carryovers by disposing of a passive activity.
  • Consider using like kind exchanges under Section 1031 to defer the recognition of net gains.
  • Examine all activities to determine how they are defined: passive or non-passive. Consider grouping elections to achieve material participation (i.e., non-passive).
  • If involved in rental activities, consider the election to group activities to become a “real estate professional.”

Note: a version of this article was published by Peloton Wealth Strategists.

New positions posted for Sponsel CPA Group

Sponsel CPA Group, one of Central Indiana’s fastest-growing accounting firms, is looking to add to its roster once again. The following job listings have been posted:

• Tax Reviewer (part-time)
• Tax Manager
(full-time)
• Tax Senior
(full-time)
• Tax Staff
(full-time)
• Accountant/Full Charge Bookkeeper
(full-time)

More information available at careerbuilder.com

How to Value a Business: Determining the Value (Part 2 of 4)

Jason Thompson thumbIn our last discussion we provided a broad overview of the valuation process. One of the crucial steps in this process is “determining the value” of a company (or a partial interest in the company). In order to determine a value, valuation analysts have three valuation approaches and several valuation methodologies available to them. This article addresses one of those valuation approaches: the income approach, plus the specific methodologies within that approach.

This is one of the more commonly used approaches in valuation. The International Glossary of Business Valuation Terms defines the income approach as a general way of determining a value indication of a business, business ownership interest, security or intangible asset using one or more methods that convert anticipated economic benefits into a single amount.

There are two primary methodologies within the income approach: the capitalization of earnings method (COE) and the discounted cash flow method (DCF). In general, the COE method utilizes historical information to determine a value, while the DCF method employs forecasted or projected future cash flow expectations to determine a value.

The COE method is defined by the Glossary as a method within the income approach whereby economic benefits for a representative single period are converted to a value through division by a capitalization rate. Thus the COE method requires the development of a single period economic benefit and a capitalization rate. This method is often utilized in situations where earnings are stable and are expected to grow at a steady rate into the future.

In the DCF method, the present value of future expected net cash flows is calculated using a discount rate. Thus a DCF requires the development of projected expected net cash flows and a discount rate. This method is somewhat the opposite of the COE method in that it utilizes several periods of fluctuating earnings before a stabilized period, instead of just a single earnings period.

Both of these income approach methods require the determination of an earnings measure, either for a single period or for several future periods. The earnings measure selected by the valuation analyst can be any number of earnings measures. In many cases cash flow is considered the preferred earnings measure for the application of an income approach methodology. This is because cash flow is the best representation of the return an equity holder or invested capital holder (debt or equity) can expect from their investment in the business.

Equity cash flows differ slightly from invested capital cash flows. The difference is the treatment of cash flows to fund debt service. Equity cash flows are calculated after debt service payments (principal and interest) and/or inflows (borrowings). This is because, in most cases, debt holders have a preferred claim to cash flow over equity holders.

In addition to identifying an earnings stream for either a single period or for several periods into the future, both of the income approaches require identification of the risk associated with obtaining the earnings stream. This measure of risk is referred to as either a capitalization rate or a discount rate. These rates convert the earnings into values. Capitalization rates are used in conjunction with a single period earnings measure to determine value, while discount rates are used to present value future expected net cash flows back to a single present value.

While the income approach is the most common method used in valuing a business, it is not the only method to consider. In our next communication, we will look at the market approach and the various methodologies associated with it.

For more questions about the valuation process or how to determine the value of your business, call Jason Thompson at (317) 608-6694 or email [email protected].

Fraud 301: Why do perpetrators commit occupational fraud?

 (Final in a 3-part series)

Jason Thompson thumbIn the first part of our series, we dealt with popular occupational fraud schemes. In Fraud 201 we discussed who commits occupational fraud. This article delves into why employees may commit fraud and offers some suggestions on what you can do to keep it from happening.

Dr. Donald R. Cressey, a criminologist whose research focused on embezzlers, developed the following hypothesis:

“Trusted persons become trust violators when they conceive of themselves as having a financial problem which is non-sharable, are aware this problem can be secretly resolved by violation of the position of financial trust, and are able to apply their own conduct in that situation, verbalizations which enable them to adjust their conceptions of themselves as trusted persons with their conceptions of themselves as users of the entrusted funds or property.”

This hypothesis is the foundation for Cressey’s “Fraud Triangle,” a model for explaining the factors that cause someone to commit occupational fraud. The factors are Pressure, Opportunity and Rationalization. The existence of these three factors together can lead to fraudulent behavior.

Pressure is an incentive or reason for doing something. Pressure can be internal or external to the company. Internal pressures include perceived lack of appreciation, the perception of being under-compensated, being mistreated by a supervisor/boss/owner, etc. External pressures include addictions, unexpected financial difficulty, health concerns, family financial pressures, etc. In the context of occupational fraud, the pressure ultimately causes a financial problem for the employee. Thus they are forced to look for ways to solve their personal financial issue.

Identifying pressures is often a difficult task and one that may not provide a benefit in excess of the cost when trying to deter fraud. Keep in mind, however, that many convicted perpetrators were living beyond their means. So having knowledge about your employees’ activities outside of you business can prove to be a valuable fraud prevention technique.

Opportunity is any chance for advancement. Opportunities exist for employees when they have both access to an asset and access to the company records regarding that asset. For instance, when an employee has both the ability to authorize and record a cash disbursement.

Opportunities can be minimized with well-designed internal controls. Therefore, a review of your company’s processes, combined with periodic oversight and inquiry, will help in identifying opportunities and ways to eliminate them. Segregation of duties and authorization, along with avoiding conflicts of interest, are also strong preventive tools.

Rationalization is often considered the trigger for fraud to occur. Rationalization is the justification of the fraud as the solution to the pressure. In general, most people are good and want to do good things. Therefore rationalization is necessary in order for the good person to allow the pressure to coerce them into doing a bad thing.

The existence of all three fraud triangle factors in a particular instance causes the chances of fraud to skyrocket. Don’t get caught holding the triangle — know your critical employees, design and implement effective internal controls and watch for changes in employees attitudes, habits and activities.

If you are concerned about occupational fraud in your organization, call Jason Thompson at (317) 608-6694 or email [email protected] we would be happy to discuss how we could be of assistance and ideas for prevention that you can take advantage of.

Client Profile: Zone Solutions

zone-solutions-logo-beveled

The average consumer isn’t particularly knowledgeable about what Foreign Trade Zones (FTZ) are – mention the topic, and most people think of the duty-free shops where they can pick up international goodies at a discount. But FTZs are actually an essential part of the U.S. economy, accounting for about one-fifth of the value of imports entering the country.

BMW’s plant in Spartanburg, S.C., manufactures more than 1,000 vehicles per day inside a foreign trade zone, employing American workers while exporting approximately 85% of their goods. President Obama’s 2010 National Export Initiative sought to double U.S. exports by 2014; so far, Foreign Trade Zones are the only slice of the import-export pie to achieve that goal.

Zone Solutions, headquartered in Indianapolis but doing business coast to coast, acts as the middle man between clients and governmental regulatory agencies. Under this managed services business model, they ensure compliance with customs laws and report all receipt and removal activity on behalf of the FTZ Operators.

Zone Solutions also assists businesses with cost-benefit analysis, FTZ application review, development, submission to the Foreign Trade Zones Board, and FTZ site activation. Their personnel utilize proprietary software to help manage the flow of information about goods moving through FTZs.

“A large portion of the program is accountability for merchandise, and systems play a very large role in that accountability. We ensure our customers’ inventory systems remain in sync with Foreign Trade Zone systems,” said Eva Tomlinson, Zone Solutions President & CEO.

Essentially, they help clients monitor the information and trade activity being communicated to US Customs and other regulatory agencies.

Founded in 2003, Zone Solutions started with a very select group of clientele, and has experienced tremendous growth – doubling revenues virtually every year. They’ve gone from two employees to 17, with plans to hire three more this year.

Tomlinson envisions continued growth in the coming years, but says their primary emphasis is on maintaining their high level of compliance in on-going operations, which helps Zone Solutions stand out from the crowd.

“We have experienced a great percentage of growth since we started. But given the nature of our business and the clients we work with, we have a philosophy of controlled growth. It is so important that the projects are implemented in a compliant manner, and that we have the checks and balances in place so they stay compliant,” she said.

“Our commitment is to excellence; that’s what we strive for. We build our policies and procedures around them.”

Their record speaks for itself: no Zone Solutions client has ever received a negative audit from regulatory agencies.

Tomlinson said Sponsel CPA Group has been instrumental in developing a long-term valuation strategy for the company. Their counsel has helped determine how to structure the business to realize the most advantage tax position possible. They also give guidance and advice on a variety of subjects to help them keep growing in the way they want.

“Sponsel CPA Group provides consulting as it relates to company structure, strategy from a tax perspective, and they also handle the corporate tax reporting on an annual basis,” she said.

Lease Accounting Convergence Efforts: Is Change in the Future??

Mike_Bedel_smallOver a decade ago, the improper treatment of leases by Xerox Corporation sent shock waves through the financial and accounting professions. Recently, the International Accounting Standards Board met with the U.S. Financial Accounting Standards Board in an attempt to reach consensus about how to consistently record and report leases on financial statements.

As the accounting profession continues to seek convergence between accounting principles generally accepted in the United States (GAAP) and International Standards, companies and organizations across the U.S. continue to utilize leases to finance the growth of their operations.

For most companies, the decision about whether to purchase or lease an operating asset is not so much about how it will be reported on their financial statements as it is about cash flow and the anticipated timing of business plans. For some, the prospect of entering into an operating lease and keeping that off the balance sheet (as a liability) is very enticing.

However, the prospect of capitalizing operating leases on a company’s balance sheet is looming in this proposed convergence and, if passed, could have a significant impact on your financial reporting.

For example, if ABC Company leases their corporate offices for $12,000 a month, they expense $12,000 a month and disclose the 10-year length of their lease term in the footnotes to their financial statements along with the related future minimum payments. There is no asset or liability recorded on their balance sheet under GAAP.

Under international standards, at the inception of their office lease, ABC Company would record an asset for the right to use that office space and a liability that represents their future payments on that lease – for the term of the expected use of that asset. With a monthly $12,000 payment ($144,000 annually) for 10 years, it is easy to understand why adding an asset and related liability to ABC Company’s balance sheet would cause a significant change to their financial statement presentation.

Beyond financial reporting, any agreements tied to the balance sheet of ABC Company, or related financial metrics, would be impacted – namely covenants on commercial financing agreements.

The FASB and IASB did not reach a consensus when they met last month about convergence of lease standards, but they did not give up on seeking consensus, either. This will continue to be an area of focus for standard-setters. In the meantime, companies don’t need to change their financing plans, but should be vigilant of the impact future changes in accounting policy could have on them.

For more information about accounting for leases, contact Mike Bedel at (317) 613-7852 or email [email protected].

Thank you, interns!

Sponsel CPA Group would like to extend our sincere thanks to our two interns this year: Jakob Wright of Marian University and Brandon Cangany of IUPUI. They’ve been a tremendous asset for us, and we hope their real-world experience will benefit them as they return to the classroom.

McNett helps Dress for Success

Jennifer McNett, a Manager in the Tax Services department, has been named to the Finance Committee of Dress for Success Indianapolis. The not-for-profit provides professional attire and career development tools for disadvantaged women to help them thrive in work and life.

Another great tax season

The Partners wish to extend a BIG THANK YOU to the entire Sponsel CPA Group team as we approach the end of another busy and successful tax season. They served our clients with dedication and hustle, and still came out smiling!

Microsoft Ending Support for Windows XP

Chris EdwardsRecently the Indiana CPA Society (INCPAS) sent out an important notice reminding everyone that Microsoft will soon end support services for older operating systems and software. Specifically, on Tuesday, April 8 the software giant will no longer support Windows XP and Office 2003, including technical assistance and automatic updates that help keep your PC protected.

It is estimated that 20 percent of businesses are still using XP, first introduced in 2001. Not surprisingly, Microsoft is urging customers relying on older software to upgrade to Windows 8, the latest operating system (OS).

Without critical updates, a computer running Windows XP could become vulnerable to harmful viruses, spyware and other malicious software that can steal or damage business data and information. Anti-virus software can no longer fully protect computers running XP, and businesses still using it may be exposed to security threats — or even risk breaching compliance standards, depending on their industry.

You essentially have two options: upgrade your old PC to Windows 8.1 (the newest OS version), or buy a new computer already equipped with it. Click here for a tutorial on upgrading. If you don’t know which version of Windows you’re running, follow this link for help.

In addition to the valuable information from INCPAS, Sponsel CPA Group would add the following advice:

  • The cost to pay a professional to upgrade an old computer to Windows 8.1 would likely be the same as buying a new desktop PC.
  • If your computer is more than a few years old, buying a new PC may be a better option since few older computers can run Windows 8 or 8.1.
  • Dell and Hewlett Packard still sell PCs with Windows 7, but it is better to buy a Windows 8.1 PC downgraded to Windows 7, so you can upgrade again later.
  • If you are using software that doesn’t run in Windows 8 or 8.1, you have the legal right to downgrade to Windows 7 if you bought a PC running Windows 8 or 8.1.
  • Once Microsoft support for XP ends, expect an onslaught of attacks from hackers looking to exploit weaknesses.

If you need any guidance about making sure your computer systems are up to date and protected or choosing a new PC, please contact Chris Edwards at (317) 613-7855 or email [email protected].

Private Company Accounting Update: New Option for Common Control Leasing

Mike_Bedel_smallLast week during the madness of the NCAA Men’s Basketball Tournament, the Financial Accounting Standards Board (FASB) approved an opportunity for privately held companies to cease consolidating certain related entities.

The practice of consolidating “variable interest entities,” originally referred to as “FIN46,” has been one of the most discussed and disliked accounting standards implemented in the last 10 years. FASB just released Accounting Standards Update 2014-07, which provides an elective accounting alternative on consolidation requirements for certain common control leasing arrangements.

This election is available to privately held companies in situations where four specific conditions exist in their relationship with a lessor entity:

  1. The private company lessee and the lessor entity are under common control
  2. The private company lessee has a lease arrangement with the lessor entity
  3. Substantially all of the activities between the private company lessee and the lessor entity are related to leasing activities between those two entities
  4. If the private company lessee explicitly guarantees or provides collateral for any obligation of the lessor entity related to the asset leased by the private company, then the principal amount of the obligation at inception of such guarantee or collateral arrangement does not exceed the value of the asset leased by the private company from the lessor entity.

 This elective accounting alternative is available to all entities except public business entities, non-profit entities and certain employee benefit plans. When elected, it must be applied to all current and future lessor entities that meet the criteria above.

By electing this alternative, an entity will not be required to provide the traditional variable interest entity disclosures about the related lessor. In place, the FASB has established other disclosures for the private company lessee to include in their statements.

This is the third accounting standards update in 2014 designed to provide an elective accounting alternative for privately held companies. ASU 2014-02 and ASU 2014-03 were released in January 2014. Like the other two, early adoption of ASU 2014-07 is permitted for financial statements that have not yet been issued.

If you are interested in learning more about this most recent elective accounting alternative, please contact Mike Bedel at (317) 613-7852 or email [email protected].

Fraud 201: Who Commits Occupational Fraud?

(Second in a 3-part series)

By Jason S. Thompson, CPA/ABV, ASA, CFE, CFF
Partner, Director of Valuation and Litigation Services

Jason Thompson thumbOur Fraud 101 article last month dealt with common occupational fraud schemes that occur in privately held businesses. This knowledge can be helpful in designing internal controls to reduce the opportunity for fraud in your business. It’s also helpful to understand exactly who commits occupational fraud.

The Association of Certified Fraud Examiners (ACFE) 2012 Report to the Nations is their most recent study published on occupational fraud and abuse. This report includes demographic information about fraud perpetrators. Based on this data, occupational fraud is most often committed by perpetrators with the following characteristics:

Gender – Males account for approximately two-thirds of occupational fraud cases.

Age – According to the study, approximately 54 percent of the perpetrators were between the ages of 31 and 45.

Education – Approximately 54 percent of perpetrators have a college degree or above.

Position (level of authority) within the Company – Occupational fraud is committed most frequently by the rank and file employees of a company. While this level of authority constitutes the most frequent level of perpetrator, fraud at the owner/executive level of authority is approximately six times more costly than those of other employees.

Tenure with the Company – The longer an employee works for a company, the more trust they can build with supervisors and co-workers. They also have more experience and a better understanding of the company and its transactions. These factors contribute to employees with tenure of between one and five years being the most frequent perpetrators of occupational fraud.

Department at the Company – Employees in the accounting department generated the highest number of occupational fraud cases, according to the study. It was followed closely in second and third place by operations and sales, respectively.

Prior Criminal Background/Employment History – Approximately 87 percent of cases in which information about prior criminal background was available indicated the perpetrator had not been previously convicted of a fraud-related offense. Of the cases with employment history available, 84 percent showed the perpetrator had no prior termination or punishment for occupational fraud.

Keep in mind that just because an employee falls into one or more of these demographic patterns doesn’t mean they will commit occupational fraud; these are merely the common traits found among occupational fraud perpetrators.

Next month’s article will delve into “Why” a person may commit occupational fraud.

If you are concerned about occupational fraud in your organization, please call Jason Thompson at (317) 608-6694 or email [email protected] to discuss how we could be of assistance in finding or preventing fraud.

Client Profile: Blue Ribbon Transport

Blue Ribbon Transport logoBlue Ribbon Transport was founded in 1996 as a sister company to Caito Foods Service, taking over their distribution needs. Over the past decade, though, the Indianapolis-based business has experienced regular double-digit growth as it expanded its horizons into a full-service transportation and logistics operation.

Now they employ approximately 50 people and do roughly $70 million worth of business a year, with a client list that includes familiar brands like Kroger, Dole Vegetables, Driscoll’s strawberries, Harlan Bakeries and more. They also increasingly deliver distribution solutions for non-food companies, and even non-asset based logistics.

“We essentially hear what the customer needs and build a solution around that need,” said President/CEO David Frizzell. “We never want to say to somebody, ‘We don’t do that.’”

Frizzell took over the helm in 2004, and immediately saw the transportation management they were performing for Caito could be extended to other clients. Blue Ribbon Transport does not actually employ the truck drivers or own the fleets, instead subcontracting that out to third parties. What they do is set up the distribution points, organize the schedule of shipments, and constantly search for a way to get goods from Point A to Point B as cheaply as possible.

“Distribution is where the war is won or lost,” Frizzell said, noting that manufacturing costs of many commodities tend to be fairly even. Once customers who had used them for shipping saw their services in related areas, like warehousing refrigerated goods, it opened up a host of opportunities that had previously been missed.

Blue Ribbon is in a controlled growth mode as they explore future possibilities, such as getting their clients to collaborate with each other in cooperative arrangements, searching for more economy in the supply chain. For example, one of the things the company spends a lot of resources on is making sure that trucks that deliver food from agricultural regions to population centers can make the return trip loaded with other goods.

While food products no longer represent all of their pie, it remains their bread-and-butter, business-wise. And Frizzell says that will always be so.

“Food has been very good for us, because even in downturns of the economy people still have to eat. They may eat differently — they may not eat as much fresh strawberries, but they’re still going to buy their staples,” he said. “Strategically, we always want to stay in food and we always want to have a strong food portfolio.”

About three years ago as Blue Ribbon Transport was continuing to stake a separate corporate identity from Caito, Frizzell brought in Sponsel CPA Group to focus on their growing mission. This included bringing in a new controller, as well as additional needs for tax advice, audit services and setting up capital groups to provide the resources to expand their horizons.

“Nick Hopkins and his group came in and gave us exactly what we were looking for, which was a very personal experience. We know we mean something to them,” Frizzell said. “Sometimes with other accounting firms you feel like you’re just number. Nick goes over everything with us in person, and nothing ever waits to the 11th hour.”

Rather than waiting for a call when help is needed, Hopkins is very proactive and is constantly bringing new ideas to the table, according to Frizzell. “They’re trying to give us what we need to grow, and always adding value to the relationship.”

Next>IN Gearing Up for 2014

By Amber Cash-Hoover, CPA/ABV
Analyst, Valuation and Litigation Services

next-in_logoNext>IN is gearing up for an exciting slate of 2014 events! Created in 2011 with Sponsel CPA Group as its sponsor, Next>IN is dedicated to fostering the next generation of Central Indiana business leaders.

By bringing together young professionals for special events, the group seeks to educate and enlighten them about what it takes to transform themselves and our city for the better. If you’re looking to move up in your organization, Next>IN is a great venue to hear interesting speakers, engage with others in roundtable events on topical subjects and network with like-minded individuals.

We have four lunch events scheduled for 2014, with 30 minutes each set aside for meal, presentation and Q&A. The lineup is focused on professionals primed to take over a business:

  • June 18th – Succession Planning: An Introduction
  • July 23rd – Leadership Development: Becoming an Owner/Manager
  • August 20th – Basic Financial Introduction: Key Performance Indicators
  • September 24th – The Future: Mentoring Others and Setting Goals

If you are interested in participating in Next>IN, please contact Amber Cash-Hoover at (317) 613-7844 or [email protected].

Firm debuts Succession Planning

Sponsel CPA Group has announced its newest service area, Succession Planning, to help business owners better prepare and plan for their retirement or sale of the company.

While the firm has offered succession counsel for a number of years, we have developed a bundle of services within a methodical approach to succession planning that maximizes the different expertise of the succession team, which includes all five partners. Make sure to visit our new webpage to learn how we can help you plan for the future!

Cash-Hoover earns ABV credential

Amber HooverAmber Cash-Hoover, a CPA and Analyst in the Valuation and Litigation Services department, has officially earned her ABV credential, designating her as Accredited in Business Valuation.

According to the American Institute of Certified Public Accountants (AICPA), which awards the credential, an ABV recognizes “premier business valuation service providers who differentiate themselves by going beyond the core service of reaching a conclusion of value and creating value for clients through the strategic application of this analysis.”

Employee Spotlight: Zach Donovan

Zach_Donovan_low_resA Staff member in the Tax Department, Zach Donovan joined the firm last September and has distinguished himself in his duties preparing S-Corporation, partnership and non-profit tax returns.

He was born into a family with deep Indianapolis roots – his grandfather met his grandmother in Paris during World War II, and she became Indianapolis’ first war bride upon their return. Zach graduated from Indiana University with majors in Finance, Accounting and Operations Management.

In his spare time he is an avid outdoorsman and tourist, having traveled to 42 out of 50 U.S. states and 13 foreign countries, camped in 13 national parks and hiked and kayaked far and wide. Zach also volunteers with Junior Achievement, teaching work readiness, entrepreneurship and financial literacy skills to elementary students.

How to Value a Business: The Process

(Part 1 of 4)

Amber HooverOver the course of our next several communications, our team will address some of the basic but common questions we encounter as valuation analysts. Our aim is to provide useful information and allow you to become more comfortable with the entire valuation.

One of the most common questions we get when meeting with someone in need of a business valuation is, “What is the valuation process?” In general, it is straightforward and can be broken down into five steps: defining the engagement, gathering information, analyzing the information, determining the value and writing the report.

1. Defining the engagement

This step identifies the key ingredients for the valuation: who, what, when and why. The client is the user of the valuation results, and thus is the who. Valuation analysts can value all of a company’s equity, a portion of the equity (e.g., 10 percent), a specific asset or a group of assets, therefore establishing what is to be valued — the what. The valuation date establishes the cutoff for information to consider in determining the value: the when. Finally, the reason for the valuation often directs the standard of value applied in the engagement. Therefore the purpose of the valuation is the why.

Defining the engagement is typically a short conversation between the client (or their representative) and the valuation analyst. Defining the engagement is vital in order to produce results that are useful in the particular situation.

2. Gathering Information

Information gathering can be an easy process for those that are organized and difficult for those who are not. It typically starts with a formal questionnaire from the valuation analyst, which covers a number of general topics and includes requests for documents necessary for the financial analysis, operational assessment and governance review necessary in the valuation of a business.

In addition to a questionnaire, most valuation analysts also perform a management interview and/or site visit. This meeting is a more focused attempt at gathering information. Many of the questions and issues discussed at this interview stem from initial answers or documents obtained through the questionnaire.

In many cases, the information gathering process begins early in the valuation process but continues in varying degrees as the engagement progresses.

3. Analyzing the Information

Step three in the process is where the valuation analyst spends a majority of their time. Using the information provided, the valuation analyst constructs financial models to help identify and break down risks and value drivers in the particular circumstance.

The analysis process involves both financial and non-financial matters. Financial analysis tools like trend (horizontal), common-sizing (vertical) and ratio analysis are reviewed in order to better understand the financial workings of the company. Non-financial items like customer concentration, strength of management, market share, state of the industry and other factors are also reviewed to identify non-financial risks surrounding the company and their potential impact.

4. Determining the value

Determining the value is where the art of valuation meets the science. It is at this step that the valuation analyst couples financial models and non-financial risk assessments to arrive at a conclusion.

This step often involves a review of the available valuation approaches and their specific methodologies. The generally accepted valuation approaches are the income, market and asset approaches. Within each of these approaches are numerous valuation methodologies that can be utilized to derive the value of the company.

It is also during this step that valuation discounts or premiums are evaluated. A discount for lack of control (minority discount) may be necessary when valuing a partial ownership interest that doesn’t control the company. A discount for lack of marketability is usually warranted when valuing a privately held business, to quantify the lack of liquidity associated with the ownership interest.

5. Writing the report

The last step is communication of the value and the analysis that was performed to the client. For many valuation analysts, writing the report starts long before a value has been determined; keeping notes along the way is often easier than drafting something from scratch at the end.

A report may come in a number of different forms, but is almost always a written communication. This is because of the need for detailed explanations of the assumptions and assessments that went into determining value.

Knowing these five steps should be helpful when you need a valuation. If we can be of any assistance with a valuation need or in understanding the general valuation process, please contact Amber Hoover at (317) 613-7844 or [email protected].

A soldier’s homecoming

Tyler Turner

More congratulations are in order for Jo-Ann Lewandowski and her family: her son Tyler Turner has returned safely from his second tour of duty with the U.S. Army in Afghanistan. A Specialist with the 87th Sapper Company, his duties as a combat engineer included patrolling and bomb clearing. Everyone at Sponsel CPA Group welcomes his return and thanks Tyler for his service!

Lewandowski earns 401(k) certification

Jo-Ann Lewandowski, a Senior on the Sponsel CPA Group Employee Benefit Plan Services team, has earned the Qualified 401(k) Administrator credential, or QKA. This required the successful completion of a series of exams to confirm her expertise with administration, recordkeeping and non-discrimination testing of 401(k) and related retirement plans.

Employee Spotlight: Kevin Womack

Kevin_Womack_smallSince joining Sponsel CPA Group last September as a Staff member in the Audit & Assurance Services department, Kevin Womack has already made his mark. Kevin has had a number of client responsibilities including financial analysis, audits, reviews and compilations. He has also successfully passed the rigorous CPA exam. Even though a new staff member himself, he has also helped with orientation for seasonal interns.

Born and raised in Terre Haute, he played football in high school before earning a bachelor’s degree in Accounting and Finance from Taylor University. He and his wife, Heidi, enjoy spending time outdoors and training their 4-month-old Belgian Shepherd puppy.

You May Get Quizzed for Your Tax Return

Nick HopkinsBy Nick Hopkins, CPA, CFP
Partner, Director of Tax Services

Many people look forward to receiving a tax refund every year – including some criminals who pose as taxpayers to fraudulently collect money not owed to them.

In order to better protect Hoosiers against identity theft during the tax filing season, the Indiana Department of Revenue has instituted new security protocols to protect sensitive information. This includes the use of automated identity verification services from LexisNexis to confirm the identity of Hoosiers owed a refund in 2014.

This could possibly lead to some confusion or delay in collecting some taxpayers’ refunds. You may even find yourself having to take a quiz in order to receive your check!

As part of the new procedures, some taxpayers will be selected to confirm their identities through a quiz. They will receive a letter from the Department of Revenue with instructions on how to complete the quiz. Having this added layer of security will save the state millions of dollars in tax fraud, according to their website.

The department states that those required to complete the quiz are not suspected of identity theft, but are part of the random sample selected. They should still receive their refund within 10 to 14 days if the return is electronically filed.

If you need help negotiating the state’s new security procedures for tax returns or have any other tax-related questions, please call Nick Hopkins in our Tax Services department at (317) 608-6695 or email [email protected].

Fraud 101: What Does Occupational Fraud Look Like?

(First in a 3-part series)

Jason_ThomposnBy Jason S. Thompson, CPA/ABV, ASA, CFE, CFF
Partner, Director of Valuation and Litigation Services
[email protected]

Most people may think they know what “fraud” means, but for a business owner/manager it is especially important to understand how to find and prevent fraud in their operations. In a three-part series beginning this month, we’ll look at types of occupational fraud, learn who commits it and why.

The following is a basic discussion of fraud schemes that often occur in privately held businesses. Having a rudimentary knowledge of these schemes can help you design internal controls that reduce the opportunity for fraud in your business or organization.

Asset misappropriation is a common type of occupational fraud. It is simply a fancy word for theft. Asset misappropriation can happen either internally (committed inside the business by employees) or externally (committed outside the business by non-employees, i.e. customers, vendors, etc.).

Asset misappropriation comes in many different forms and can involve any number of business assets (cash, accounts receivable, inventory, etc.). Cash schemes tend to be the more popular types of asset misappropriation. These schemes include skimming, larceny and fraudulent disbursements.

Skimming in its simplest form is theft of cash before it is reported by the company. Not reporting or under-reporting a sale in the company’s records and keeping the payment is a typical skimming technique. Outright theft of a company’s incoming payment or swapping a payment made by check with company cash are two other methods.

Larceny is also theft. The primary difference between skimming and larceny is that while skimming happens “off the books” (before cash is reported by the company) larceny happens when funds “on the books” are stolen.

Fraudulent disbursement schemes include check tampering, register disbursement, billing, expense reimbursement and payroll schemes. These approaches tend to be the most common type of asset misappropriation.

These schemes are also “on the books” and involve an employee misdirecting company cash for their benefit – for example, an employee’s use of a company-issued credit card for personal transactions. Without appropriate internal controls, expense reimbursement schemes can be difficult to detect.

Most people believe that occupational fraud involves a complex conspiracy with lots of moving parts and many levels of deception. Our experience, however, indicates that this conception rarely aligns with real-world occurrences. In fact, in most cases, if basic safeguards had been in place and utilized, the occupational fraud that occurred could have easily been prevented.

In next month’s installment, we’ll look at what types of employees are most likely to engage in occupational fraud.

If you are concerned about occupational fraud in your organization, please call Jason Thompson at (317) 608-6694 or email [email protected] to discuss how we could be of assistance in finding or preventing fraud.

Data Security: What You Need to Know

Chris EdwardsBy Chris Edwards
Manager, IT Services

Lately it seems like every time we look at the news we hear about another major case of data security breach. Just last month we learned that 100 million Target customers may have had their personal information hacked, including credit and debit card records.

If you run a business, especially one that deals with customer’s financial information, data security is a vital concern – both in terms of protecting your own data as well as that of your customers. Here is a brief rundown of things you need to know about whether your data is really secure.

Infiltrators from all across the globe are constantly at work to break into private computer networks to access financial data, both individual hackers and automated programs. They only need to succeed in a tiny fraction of their attempts to reap substantial fraudulent gains.

Companies that process credit/debit card payments should already be familiar with PCI Data Security Standards (PCI DSS). This provides “an actionable framework for developing a robust payment card data security process — including prevention, detection and appropriate reaction to security incidents,” according to the PCI Security Standards Council.

If you’re not already using PCI DSS, head to the council’s website, which includes a self-assessment questionnaire, a list of tools to become PCI DSS-compliant and security requirements for all personal identification number (PIN) terminals.

Encryption of mobile devices that include important data, such as laptop computers, is one of the most significant ways to guard against a security breach. Historically, this has been one of the most common ways for financial data to become exposed.

In addition to encrypting the device against unauthorized login, another option is to not store the data on mobile platforms at all, but have those employees who need to access a central database remotely – again, with standard encryption and password protocols in place.

If your system stores customers’ data, you should limit the number of employees who have access to only those who need it as part of their essential job functions. This is known as application security, and is vital to making sure critical information is only available to those who truly need it – whether it’s client order information or a list of employees’ salaries.

The thing to keep in mind is that data security isn’t something that just happens after you install a firewall and anti-virus software as part of your computer system. It requires time and thought to erect and maintain systems and procedures that make it very hard for thieves to penetrate your defenses.

If you need to consult with an expert about how to protect your company’s data, please call Chris Edwards at (317) 613-7855 or email [email protected].

Anderson named Manager by Sponsel CPA Group

Lindsey_Anderson_smallLindsey Anderson has been promoted to Manager in the Tax Services department, Sponsel CPA Group has announced.

A graduate of the University of Indianapolis with a B.A. in Accounting and years of experience in public accounting, she joined the firm in November 2012, specializing in construction and medical practices. She is a CPA and a member of the American Institute of Certified Public Accountants (AICPA) and the Indiana CPA Society. In her free time, she volunteers at the Hamilton County Humane Society.

“We continue to expand and improve our tax team, and Lindsey has proven her worth time and again,” said Partner and Director of Tax Services Nick Hopkins. “Her expertise and leadership have helped us increase the scope of services we can offer to clients.”

Important Accounting Changes for Private Companies

Mike_Bedel_smallThe Financial Accounting Standards Board (FASB) has released two important updates that could change accounting for some private companies, and may potentially result in cost savings in their financial reporting.

The first update introduces an alternative accounting for goodwill, whereby private companies are permitted to amortize goodwill over a period up to 10 years. Prior to this update, goodwill could not be amortized under Generally Accepted Accounting Principles (GAAP).

The second allows an alternative accounting for certain interest-rate swap agreements entered into by private companies. This modification introduces the option to utilize a simplified hedge accounting approach as a substitute for the current standards.

Both of these updates are in response to calls for a modified set of accounting standards for privately held companies; both are elective. These alternative options are intended to reduce the complexity and cost burden some private companies felt was excessive under the current standards, without departing from accounting principles generally accepted in the United States.

Public companies, non-profits and employee benefit plans are not permitted to adopt these two accounting alternatives.

If you have questions about how these updates might apply to you, or whether adopting these alternative accounting policies can really reduce complexity and cost burdens for your private company, please contact Mike Bedel, Director of Audit & Assurance Services.

Sponsel CPA Group adds Bedel as partner

Mike_Bedel_smallMike Bedel has been named a Partner of Sponsel CPA Group, becoming the fifth member of the leadership team along with Nick Hopkins, Lisa Purichia, Tom Sponsel and Jason Thompson.

An employee of the firm since its inception, Bedel had held the title of Manager in the Audit & Assurance Services department, which he will now lead as Director.

A CPA and Chartered Global Management Accountant (CGMA), Bedel holds a bachelor’s degree in business administration and an MBA from the University of Dayton. He has expertise in audits, assurance services, financial statements and consulting across a broad range of industries. He has been an active member of the Indiana CPA Society, where he currently serves as trustee for the Indiana CPA Political Action Committee.

“Promoting Mike to partner is a significant evolution that is an indication of the continuing growth of our firm. His expertise and diligence have been critical to our team’s success,” said Tom Sponsel, Managing Partner. “Mike’s leadership skills have earned him a place alongside the founding partners as we continue to build for the future and expand our services for clients.”

Sponsel CPA Group named INSIDE Public Accounting All-Star Firm

IPA_logo

Sponsel CPA Group has been named a 2013 All-Star Firm, according to INSIDE Public Accounting (IPA), a national publication serving the accounting profession.

These firms, selected solely on their performance in specific areas, are compared with more than 500 participating firms in the IPA Annual Survey and Analysis of Firms.

“We explore profitability from several perspectives to provide a view of how firms at the top of the profession are performing,” says Kelly Platt, principal of the Platt Group and managing editor of INSIDE Public Accounting. “The IPA All-Star Firms are the best at what they do, be it health care consulting, litigation support, employee benefits or another specialty niche.”

The Indianapolis-based firm was ranked as the Top (#1) Business Valuation firm in growth among firms with gross revenue under $5 million. IPA also ranked Sponsel CPA Group #2 nationally as the Fastest Growing Firm in the same class.

“Our entire team is humbled by this tremendous honor. We work to serve our clients and that will always be our main focus. But being recognized within the accounting profession is validation of how much our labors are benefitting our clients,” Managing Partner Tom Sponsel said.

The following 2013 IPA All-Star Firms are named in the October issue of IPA:

  • Top 10 Fastest-Growing Overall
  • Top 5 Fastest-Growing By Region
  • Top Audit & Accounting Firms
  • Top Tax Firms
  • Top Business Valuation Firms
  • Top Computer Consulting Firms
  • Top Employee Benefit Firms
  • Top Fee-Based Financial Services Firms
  • Top Commission-Based Financial Services Firms
  • Top Health Care Consulting Firms
  • Top Human Resource Consulting Firms
  • Top Litigation Support Firms
  • Top Merger & Acquisition Firms
  • Top 10 Training Firms
  • Most Admired Peers
  • Top 10 Most Recommended Consultants

Donovan joins Sponsel CPA Group

Zach_Donovan_low_resZach Donovan has joined Sponsel CPA Group as a Staff accountant in the Tax Services department, one of several recent additions to the firm’s growing tax services team.

A graduate of Indiana University’s Kelley School of Business with a Bachelor of Science degree in Accounting, Finance and Operations Management, Donovan is an experienced CPA who has worked with clients across a broad range of industries. His duties will include tax compliance for individuals and businesses, as well as proactive tax consulting.

“Zach complements the current capabilities of our growing tax team,” said Nick Hopkins, Partner and Director of Tax Services. “His knowledge and experience are a perfect fit for Sponsel CPA Group as we continue to gear up for another successful tax season.”

Compliance Reminder on Health Care Notices

Lisa_PurichiaSponsel CPA Group would like to remind all of its clients about the October 1, 2013 deadline to give notice to employees about healthcare coverage options under the Patient Protection and Affordable Care Act (ACA or Obamacare). Even though the employer mandate has been delayed until 2015, most other provisions of healthcare reform will take effect as originally passed.

This notice requirement applies to all employers covered by the Fair Labor Standards Act (FLSA), even if the employer does not offer a health insurance plan to its employees.

Does FLSA apply to my company?
The FLSA applies to any employer engaged in interstate commerce that employs one or more people and has sales greater than $500,000 per year. It also covers hospitals, institutions primarily engaged in healthcare, schools and government agencies. The Department of Labor offers an online assessment tool to help determine if FLSA applies to your business: www.dol.gov/elaws/esa/flsa/scope/screen24.asp

Who should receive the notice?
FLSA-covered employers must provide a notice of coverage options to all current employees (full- or part-time). Employers are not required to provide a separate notice to dependents or any other non-employees covered or eligible for the health plan.

The notice should include:
The notice must inform employees of their coverage options and should include information about the new Health Insurance Marketplace, commonly known as state exchanges. The notice should include:

  • Services provided by the exchanges
  • Information on how an employee may be eligible for a premium tax credit if they purchase coverage through the exchange
  • A statement that if an employee purchases a plan through the exchange, they could lose their employer contribution to any health benefits offered by the employer
  • Contact information for the exchanges

A sample notice can be found here for companies that currently offer plans: http://www.dol.gov/ebsa/pdf/FLSAwithplans.pdf.

And go here for a sample notice for companies that do not offer plans: http://www.dol.gov/ebsa/pdf/FLSAwithoutplans.pdf.

What is the deadline to provide the notice?
The employer must provide the notice to all current employees (full- or part-time) by October 1, 2013. Any new employee hired on or after October 1, 2013 should receive the notice no later than 14 days after their start date. The notice must be in writing and can be delivered to the employee in one of three ways:

  1. Hand delivered
  2. First-class U.S. Mail
  3. Electronic mail (but only if Department of Labor’s electronic disclosure safe harbor requirements are met (29 CFR 2520.104b-1(c))

If you need any assistance with healthcare compliance, please contact Lisa Purichia at (317) 608-6693 or [email protected].

Sponsel CPA Group adding two positions

Sponsel CPA Group is always looking to add talented professionals to our team who seek a fulfilling career in public accounting. Ideal candidates should want to be associated with a progressive CPA firm that values the individual and offers client service engagements that are fun and challenging.

We are currently looking to add two positions to our team:

• Tax Staff (Full-time position)

• Tax Reviewer (Full and/or part-time position)

To succeed in the ‘women ‘s world,’ seek a mentor’s help… or become one

By Lisa Purichia

We all hold dreams of how our entrepreneurial endeavors will turn out, and every person paints their own individual portrait of what success should look like.

For some, that might be starting their own company from scratch and building it from the ground up. It might entail reaching a certain level of market share or monetary success. Sometimes it’s as simple as coming up with a unique, original idea and seeing it through to becoming a viable product in the marketplace.

These dreams can be helpful in providing that visionary zeal that helps drive us through the darker days of any challenging obstacles we might encounter.

But whether you’re a young garage start-up or a senior manager in a large corporation, one of the tools I’ve found most helpful in achieving business success is developing a mentoring relationship, especially with other women. In seeking the best mentor, you shouldn’t exclude any strong candidates just because they’re men; but in my experience some of the most fruitful relationships can be with other businesswomen.

Finding the right female mentor presented a challenge in the early days of women entering the workforce in large numbers during the 1960s and ‘70s. Even today, the number of women in senior management or CEO positions at Fortune 500 companies lags. The business community needs more women in leadership roles.

The promising fact is that female entrepreneurs are thriving. Women-owned businesses now constitute more than 40 percent of all privately-held firms in the U.S., according to the Center for Women’s Business Research. Between 1997 and 2006, businesses fully women-owned or majority-owned by women grew at almost twice the national rate (42.3 percent vs. 23.3 percent).

In searching for the right mentor, it might be best to consider one of these amazing women entrepreneurs. Business owners who have “been there, done that” are especially valuable as guides for younger or less experienced businesswomen.

Why recreate the wheel, or force yourself to smash up against the barriers to success if an experienced business owner can help you detour around those frustrations?

We are never too young or too old to ask for help. As entrepreneurs, we quickly discover that we must be constantly acquiring new skills and mastering existing ones in order to adapt to a challenging and ever-changing business climate.

In the same way, sometimes it can help for an older manager or company owner to reach across the generational divide to seek guidance from a person who is younger but nonetheless has experience or expertise in areas you do not. The mentor/mentee relationship is not always reflected as a sage old advisor tutoring an eager youth.

Sometimes, in fact, the very same mentoring relationship can flip around so the person who was giving the advice is now receiving it, and vice-versa!

An active mentor relationship should allow you access to an experienced business owner or manager on a regular basis, and should provide for regular face-to-face meetings – monthly or quarterly.

I would recommend you seek a mentor who has demonstrated the talent or skills you seek to enhance in yourself. Make it clear to them why you are seeking their help, and what you hope to gain out of the relationship. As a mentee, you should set personal goals to raise your performance to a higher level of effectiveness.

If you are good at financial matters but need to improve your business development skills, seek a respected business owner/manager who has a proven track record in creating and fostering new business and relationships.

Whatever your goals, seek a mentor who demonstrates excellence, so you can raise your own skill level.

When you are about to set off on a search for a mentor, be prepared for competition. In my experience, many successful women who are prime candidates for a mentoring relationship are very busy, and may already be mentoring other up-and-comers. Create a list of four to six candidates, analyze and rank them, and start at the top and go down.

In convincing someone to be your mentor, don’t just talk about how it will help you. Lois Zachary, mentoring expert and author of “The Mentor’s Guide,” tells those seeking advice to emphasize the benefits to the mentor. If both are part of the same organization, it could help the growth of the company. Mentoring could also help the mentor strengthen their own facilitation or management skills.

And the idea of “paying it forward” remains a strong appeal to community-minded individuals who see helping businesswomen develop their skills as a positive benefit to all, Zachary says.

This article originally appeared in Indiana Minority Business Magazine.

Jared Duncan joins Sponsel CPA Group

Sponsel CPA Group is pleased to announce the addition of Jared Duncan as a staff member in the Tax Services department.

A recent graduate of Marian University with a B.S. in Accounting, Duncan has experience in tax preparation, valuation and forensic accounting. His duties will include preparing individual and business tax returns, tax projections and depreciation schedules.

Duncan is currently in the process of earning his CPA designation, and has already taken the first test section.

“We are always on the lookout for top young accounting talent,” said Partner and Director of Tax Services Nick Hopkins. “Jared impressed us with his drive, dedication and knowledge. He will be a valuable asset to our growing tax services team.”

Sponsel CPA Group named among best places to work

Sponsel CPA Group has been named one of Accounting Today’s “Best Accounting Firms to Work For” – the only Indiana CPA firm to receive that coveted designation.

The annual list names the top 100 CPA firms nationally. Sponsel CPA Group was one of 47 small firms (15-49 employees) recognized. Nominees were evaluated by each firm’s workplace policies, practices, philosophy, systems and demographics, as well as responses to an employee survey to measure the employee experience.

The ranking of the 5th Annual Best Accounting Firms to Work For was unveiled at Accounting Today’s recent Annual Growth & Profitability Summit held in Boca Raton, Fla. The list-making firms will also be published in the December issue of Accounting Today magazine.

“This represents a tremendous honor for our team, and we are humbled by the recognition from Accounting Today,” Managing Partner Thomas J. Sponsel said. “Our business model is founded upon constantly building and strengthening relationships with clients, as well as within our own workplace, for long-term success.”

Sponsel CPA Group Opens Bloomington Office

Sponsel CPA Group is proud to announce the opening of its first branch office in Bloomington. Liz Hemmelgarn, a Senior in the Tax Services department, will manage the office, which is located at 507 Woodscrest Dr., Bloomington.

In just three years since its founding, Sponsel CPA Group has grown to become one of the largest accounting firms in Indianapolis.

“I am so honored the partners have entrusted me to head up this new office, and start writing the next chapter in the Sponsel CPA Group story,” Hemmelgarn said. “We look forward to bringing our client-focused accounting services to the Bloomington business community.”

Sponsel CPA Group Taps Lisa Blankman

Lisa Blankman has joined Sponsel CPA Group as a staff accountant. She will work in both the Tax and Audit & Assurance Services departments.

A Greensburg native, Blankman received a bachelor’s degree in accounting from Marian University in 2011. At Sponsel CPA Group, she will work on federal and state taxation issues, individual taxes, audits, compilations and reviews.

“Exceptional young accountants like Lisa Blankman represent the future of our proud profession,” said Managing Partner Tom Sponsel. “I am extremely pleased to add such high-caliber talent to what is already one of the finest accounting teams in Indiana.”

Mike Bedel named Indiana CPA-PAC Trustee

Mike Bedel, a veteran CPA and MBA, has been named a Trustee with Indiana CPA-PAC. Bedel is a Manager with Sponsel CPA Group in the Audit & Assurance Services department.

Indiana CPA-PAC is the sole political action committee in the state on behalf of CPAs, and supports the campaigns of state legislature candidates who represent the best interests of the profession.

A native of Louisville, Ky., Bedel received bachelor’s and MBA degrees from the University of Dayton. He has also served on the Indiana CPA Society Leadership Cabinet for the past two years.

“I am humbled and honored to be given this trust by my fellow Hoosier CPAs,” said Bedel. “I pledge to work with the Indiana CPA-PAC to uphold the high standards of our profession.”

Maulik Khatadia Joins Sponsel CPA Group

Maulik Khatadia Joins Audit & Assurance Services

Sponsel CPA Group is proud to announce the addition of Maulik Khatadia to its Audit & Assurance Services department.

Khatadia has public accounting experience working with financial institution, real estate and health care clients at a major firm. He received his B.S. in accounting with a minor in forensic accounting from Indiana State University, where he also earned his Masters in Business Administration. He is a Certified Fraud Examiner (CFE).

Khatadia is a member of the American Institute of the Certified Public Accountants (AICPA) and Alpha Kappa Psi, a professional business fraternity.

As part of the Audit & Assurance Services team, Khatadia will help businesses and organizations implement financial controls to mitigate risk, increase profitability and ensure compliance.

“I’m very excited to add such an immensely talented young professional to the Sponsel CPA Group staff,” said Managing Partner Tom Sponsel. “Maulik will further bolster what is already one of the strongest accounting teams in all of Indiana.”

Sponsel CPA Group welcomes Jeremy DeWinter

Jeremy DeWinter Joins Audit & Assurance Services

Sponsel CPA Group is pleased to announce the addition of Jeremy DeWinter as a Senior in its Audit & Assurance Services department.

DeWinter has a great deal of experience in public accounting, with extensive work compiling and reviewing financial information as well as providing federal and multi-state tax compliance and consulting services to corporations and individuals. His breadth of experience includes work in professional services, real estate, retail, manufacturing and other industries.

As part of the Audit & Assurance Services team, DeWinter will help businesses and organizations implement financial controls to mitigate risk, increase profitability and ensure compliance.

Born in Mishawaka, Ind., DeWinter earned B.S. and M.A. degrees in accounting from Ball State University. He is a member of the American Institute of Certified Public Accountants, the Indiana CPA Society and the Emerging Leaders Alliance of the ICPAS.

“Jeremy is a top recruit, and we’re very lucky to have attracted such a fine candidate to join our firm,” said Managing Partner Tom Sponsel. “He will be a terrific asset on the Sponsel CPA Group auditing team.”

Sponsel CPA Group is moving to its permanent headquarters!

It’s an exciting time here at Sponsel CPA Group. We will soon move into our brand-new permanent office space at the Capital Center in the heart of downtown Indianapolis.

In order to minimize – and hopefully eliminate – any potential disruptions, we wanted to make you aware of two critical dates and times:

  • Wednesday, July 28: Our e-mail servers and phone system will be down starting at 11 a.m. as we transition into our new space. Both will be back online by 7:30 a.m. on Friday, July 30.
  • Thursday, July 29 and Friday, July 30: Our offices will close as we physically relocate.

We will reopen at 7:30 a.m. on Monday, August 2 at our new address:

251 N. Illinois St., Suite 450

Indianapolis, IN 46204

Should you have an urgent need arise on any of the above-mentioned dates, Tom Sponsel will be personally available at (317) 513-6464. Please don’t hesitate to call. After the move, all of our phone numbers and e-mail addresses will remain the same.

We look forward to offering you more of the great service that you’ve come to expect from Sponsel CPA Group.

Sponsel CPA Group to co-host educational luncheon for non-profit organizations

Non-Profit Customer Education Luncheon

Join us for lunch while we discuss Fraud Prevention Tools and QuickBooks Updates.
General 990 questions will be answered too.

Date: Wednesday, July 28, 2010
Time: 11:00am – 1:00pm
Place: Huntington National Bank
Huntington Plaza
Penthouse – 9th floor
45 N Pennsylvania Street
Indianapolis, IN 46204

RSVP by July 22
Please RSVP to Jennifer Coy with 2 QuickBooks questions so we may provide the most relative information for you.

Parking available at Huntington Plaza

Presented by:

Sponsel CPA Group   Huntington Bank

Inside Indiana Business Reports on the Importance of a Solid Tax Strategy

Without a doubt 2009 has been a tumultuous financial year, but you still have time to end it on a high note. With a strategic approach and professional accounting guidance, you can discover tax exemptions, credits, stimulus incentives and deductions for which you qualify. Likewise, learn which 2009 opportunities will be disappearing in 2010. Start your new year with a solid tax strategy and plan that will carry you through the unchartered waters of 2010.

To read the entire article, click here.

Sponsel CPA Group, One of Indianapolis’ Top Accounting Firms, Launches New Web Site to Highlight Services and Staff

Sponsel CPA Group, one of Indianapolis’ top accounting firms, just launched a new Web site to feature its broad spectrum of services and vast expertise of its staff. With 20 employees and a fast-growing client list, the firm is on pace to become one of Indianapolis’ largest CPA firms. The new Web site address is www.SponselCPAGroup.com.

The new Web site introduces Sponsel CPA Group’s experienced team of professionals, offers knowledgeable commentary on industry trends, highlights employee contributions to local charitable organizations, provides details about the accounting firm’s services and showcases Sponsel’s impressive headquarters in downtown Indianapolis. Sponsel CPA Group partnered with one of Indianapolis’ top marketing firms Synergy Marketing Group, Inc. to develop the firm’s brand, marketing strategy and Web site.

For a complete version of this article, click here.

Best in Client Satisfaction for Indianapolis Wealth Manager

Tom Sponsel’s strategic focus on both client and employee value and satisfaction was recognized recently when he was named one of the “2009 Five Star Wealth Managers: Best in Client Satisfaction” by Indianapolis Monthly Magazine.

The award places Tom among an elite group of Indianapolis accountants and CPAs. The Five Star award is based on independently verified, customer satisfaction. Indianapolis wealth managers are rated by customers and financial professionals based on service, integrity, knowledge, communications, value, meeting financial objectives, post-sale service, quality of recommendations and overall satisfaction. In Indianapolis, only the top 7 percent of professionals earn this award.

For a complete version of this article, click here.

Inside Indiana Business With Gerry Dick Applauds Sponsel CPA Group

InsideINdianaBusiness.com
Run Date: Tuesday, September 29, 2009

New Accounting Firm Formed in Downtown Indy

Thomas Sponsel, CPA/ABV, CVA, CFF, just announced the formation of Sponsel CPA Group, LLC, soon to become one of Indianapolis’ top full service accounting firms. The company’s executive leadership team includes four partners: Thomas (Tom) J. Sponsel, Lisa Purichia, Jason Thompson and Nick Hopkins.

To view the entire article, click here.

The Indianapolis Star Features the Launch of Sponsel CPA Group

Indianapolis Star
Run Date: Tuesday, September 29, 2009

CPA decides to break away

Sponsel has invested about $2 million to launch his new firm, Sponsel CPA Group. He opened Sept. 1 and has moved into a 10,000-square-foot building. Three other former Greenwalt
employees — Lisa Purichia, Jason Thompson and Nick Hopkins — have come on board as partners.

 

To view the entire article, click here.

 

 

  

The Indianapolis Star Features Tom Sponsel’s Success Story

Indianapolis Star
My Big Break
Submitted: October 9, 2009
Run Date: Sunday, November 1, 2009

A New Door Opens

By Thomas J. (Tom) Sponsel, CPA/ABV, CVA, CFF
Managing Partner, Sponsel CPA Group, LLC

They say when one door closes, another opens. That has certainly been the case recently.

After serving as a partner for 30 years at a major CPA firm, I closed that door and created another (my newest big break if you will) by forming a new company: Sponsel CPA Group. Everyone asks me why I’m investing everything in this new venture rather than planning for retirement. It’s a good question and one that required a lot of soul searching.

To view the entire article, click here.

Indianapolis Tom Sponsel, CPA, Forms One of Indianapolis’ Newest Full Service Accounting Firms

Thomas Sponsel, CPA/ABV, CVA, CFF, just announced the formation of Sponsel CPA Group, LLC, soon to become one of Indianapolis’ top full service accounting firms. The company’s executive leadership team includes four partners: Thomas (Tom) J. Sponsel, Lisa Purichia, Jason Thompson and Nick Hopkins.