3.22.23 | A CFO’s Guide to Board Meeting Participation | Recording

3.22.23 | A CFO’s Guide to Board Meeting Participation | Recording

 

LUTZ BUSINESS INSIGHTS

 

AM I READY TO SELL MY BUSINESS?

A CFO’s guide to board meeting participation

3.22.23 | Recording

The Hospital Board of Trustees is a fiduciary body that guides and oversees an organization’s pursuit of its mission and vision. But the reality is that most topics on Board meeting agendas are not relative to governance responsibilities. The result? Precious time is lost on preparing for and attending unproductive meetings. In this webinar, Tracy Warner, CEO of Board Business LLC, and Paul Baumert, Healthcare Consulting Shareholder at Lutz, will discuss best practices for effective board meetings.

Key Takeaways:

  • Define Board’s Fiduciary Duties
  • Discuss Importance of Governance vs. Management
  • Demonstrate Differences Between Board Discussion Items & Decision-Making Topics
  • Tips for Effective Meeting Preparation & Facilitation
  • Best Practices for Documentation of Governance Roles/Responsibilities

Who Should Attend: BUSINESS OWNER, BOARD MEMBER, C-SUITE EXECUTIVE

Seminar Level: Intermediate

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Further Developments in the Banking Industry + Financial Market Update + 3.21.23

Further Developments in the Banking Industry + Financial Market Update + 3.21.23

FINANCIAL MARKET UPDATE 3.21.2023

AUTHOR: JOSH JENKINS, CFA

STORY OF THE WEEK

FURTHER DEVELOPMENTS IN THE BANKING INDUSTRY

The market’s attention remains focused squarely on the health of the banking system. In our previous Market Update, we highlighted factors that contributed to the collapse of three U.S. banks, as well as the attempts by regulators to contain the fallout. Since that time, the market has remained volatile. Below we examine a few new developments from the last week and discuss some of the most closely watched storylines moving forward.

Market Volatility Has Persisted

Despite the efforts of regulators to reassure the public that the banking system remained stable, sharp market volatility has continued. The Invesco KBW Bank ETF (Ticker: KBWB), a popular fund that tracks domestic banks, fell an additional -12.3% last week, closing Friday -27.9% lower in March. The S&P 500, more broadly, rose 1.3% last week but remains down -1.2% month-to-date as of Friday’s close.

Volatility has also been elevated in the bond market. Treasury yields, including those on relatively safe short-term bonds, have swung wildly in recent days. The Two-Year Treasury saw its rate decline from 5.05% on March 8th to as low as 3.81% on March 17th. It has since returned to 4.20% as of this writing on Tuesday morning. The MOVE Index, which is a measure of bond volatility similar to the equity market’s VIX Index, has moved to multi-year highs, even surpassing the elevated levels that occurred during the peak of the Covid selloff.

Additional Banks on the Brink

A few additional firms, including Credit Suisse and First Republic Bank, remained under especially intense pressure through last Friday. Credit Suisse is unique relative to the banks that have failed recently. Founded over 165 years ago, it is a massive global investment bank based out of Zurich, Switzerland. Credit Suisse had weathered the Financial Crisis in 2008 well relative to other major banks that required bailouts, including its main Swiss rival, UBS. However, Credit Suisse grew weaker in the ensuing years as poor risk management repeatedly saddled the bank with large losses and legal woes.

On Wednesday, Credit Suisse’s largest shareholder, the Saudi National Bank, announced on Bloomberg TV that it could not add to its investment due to regulatory rules. This led to the stock dropping 24% in a single day. Shortly after, the Swiss National Bank (SNB) offered Credit Suisse a lifeline in the form of a $54 billion loan. That, however, was not enough to calm its investors or its customers, who were withdrawing $10 billion a day, according to the Wall Street Journal. Fearing the bank was racing toward insolvency, the SNB orchestrated a sale to UBS, which was able to acquire Credit Suisse for a steeply discounted price and a sizable government backstop for potential losses stemming from the deal.

First Republic, whose stock finished last week down -81.3% in March, appears to be the most vulnerable remaining bank. Relative to Credit Suisse, it is a very small player, primarily catering to high-net-worth individuals in the United States. It has come under substantial pressure because a large portion of its deposits exceed the FDIC’s limit on insurable deposits, similar to the problem that plagued Silicon Valley Bank.

First Republic has experienced a massive exodus of these deposits, which have left for the perceived safety of larger banks. In an effort to restore confidence, Treasury Secretary Janet Yellen and JP Morgan CEO Jaime Dimon were able to coordinate a group of eleven major banks to deposit approximately $30 billion at First Republic. Additionally, the bank has hired JP Morgan to advise on its path forward, which may include an additional capital infusion or sale of the business. Investors will be watching the developments at First Republic closely, as well as looking for signs that other banks are coming under increased pressure.

Potential Policy Shifts

Investors are on the lookout for potential changes to both regulatory and monetary policy in the aftermath of the recent banking turmoil. When Silicon Valley Bank and Signature Bank failed, the FDIC announced that it would insure all deposits, including those that were above the $250,000 cap. This move has likely been interpreted as an implicit guarantee on all deposits of other banks as well. It would not make much sense for the government to provide a backstop in this situation, but not step in if the crisis appeared to worsen. There have been growing calls for the FDIC to make this implicit guarantee an explicit one, at least for a set period. There has been precedent for this. During the Financial Crisis in 2008, the FDIC offered increased coverage as a way of restoring confidence among depositors.

Additionally, in 2018 there was a move to reduce the regulatory burden on smaller banks from the Dodd-Frank Act, which was the major bank regulation passed in the aftermath of the Financial Crisis. It is unclear whether the reduction in regulations had an impact on the bank failures, but this will likely be reviewed with a potential for regulatory changes moving forward.

Monetary policy is another area that may be impacted. Economic activity appeared to pick up at the start of 2023, most notably within the labor market. As a result, during his semi-annual testimony to Congress on March 7th and 8th, Federal Reserve Chairman Jerome Powell indicated that a reacceleration of the pace of interest rate hikes was on the table. At that time, the market was pricing in a 0.50% hike as the most likely scenario following the next monetary policy meeting, which concludes Wednesday, 3/22. Now the market is only pricing in a 0.25% hike, with many suggesting the Fed should pause its hikes altogether in the interest of ensuring stability in the financial markets.

Perhaps as important as the rate decision itself is the forward guidance provided on future policy. Investors will pay close attention to two other items following the rate decision.

1. The post-meeting press conference with Fed Chairmen Jerome Powell, where he will articulate the committee’s thought process and expectations moving forward.
2. The updated ‘Summary of Economic Projections’ (SEP). The SEP includes the individual committee member’s median estimate for a variety of major economic data points, including the federal funds rate, over the next couple of years.

Looking Forward

The broader market, and banking stocks in particular, have risen to start the week. This could be a sign that the fallout is successfully being contained, or it could simply be a brief pause within the storm. The onset of the banking turmoil was swift and largely unforeseen. Where things go from here could be equally unexpected. When uncertainty in the market is this elevated, patience and humility are often rewarded traits.

WEEK IN REVIEW

  • This week will be headlined by the conclusion of the Federal Reserve’s monetary policy meeting on Wednesday. The market is currently pricing in an increase to the fed funds rate of 0.25% is the most likely outcome. Such a move would push the target range to 4.75-5.00%.
  • Following the meeting, the Fed will publish the ‘Summary of Economic Projections’ (SEP). This document is published once a quarter and includes the so-called Dot Plot, which illustrates the expected path of the Federal Funds rate over the next few years. Given the banking turmoil, the market has been pricing in cuts to the fed funds rate as early as June. Investors will pay close attention to how the market’s pricing compares with the newly published expectations of Fed officials.
  • Aside from the Fed decision, it is a fairly quiet week for economic data releases. Data published on Tuesday showed existing home sales increased month-over-month for the first time in twelve months and represented the largest monthly increase since July 2020. Other economic data this week includes jobless claims on Thursday, durable goods orders, and an initial reading on services and manufacturing sector activity due Friday.

ECONOMIC CALENDAR

Source: MarketWatch

HOT READS

Markets

  • The Fed is Likely to Hike Rates by a Quarter Point But It Must Also Reassure It Can Contain a Banking Crisis (CNBC)
  • Homes Sales Spike 14.5% in February as the Median Price Drops for the First Time in Over a Decade (CNBC)
  • Everyone’s Talking About Credit Suisse’s Risky Bonds. Here’s What They Are and Why They Matter (CNBC)

Investing

Other

  • ‘Top Gun: Maverick’ gets a reality check from actual graduates – 60 Minutes (YouTube)
  • TaylorMade Launches Survey Seeking Everyday Golfer’s Input on Golf Ball Rollback Proposal (Golf Digest)
  • The Death of the Local Sports Anchor (Sports Illustrated)

MARKETS AT A GLANCE

Source: Morningstar Direct.

Source: Morningstar Direct.

Source: Treasury.gov

Source: Treasury.gov

Source: FRED Database & ICE Benchmark Administration Limited (IBA)

Source: FRED Database & ICE Benchmark Administration Limited (IBA)

Do you want to receive financial market updates in your inbox? Sign up here! 

ABOUT THE AUTHOR

402.763.2967

jjenkins@lutz.us

LINKEDIN

JOSH JENKINS, CFA + CHIEF INVESTMENT OFFICER, PRINCIPAL

Josh Jenkins is a Chief Investment Officer and Principal at Lutz Financial. With 12+ years of relevant experience, he leads the Investment Committee and specializes in assisting clients with portfolio construction, asset allocation, and investment risk management. He is also responsible for portfolio trading, research and thought leadership, and the division's analytics and operational efficiency. He lives in Omaha, NE.

AREAS OF FOCUS
  • Asset Allocation
  • Portfolio Management
  • Research & Data Analytics
  • Trading Team Oversight
AFFILIATIONS AND CREDENTIALS
  • Chartered Financial Analyst®
  • Chartered Financial Analyst Institute, Member
  • Chartered Financial Analyst Society of Nebraska, Member
EDUCATIONAL BACKGROUND
  • BSBA, University of Nebraska, Lincoln, NE

P: 402.827.2300 | F: 402.827.2319 | E: contact@lutzfinancial.com | 13616 California Street | Suite 200 | Omaha, NE 68154

All content © 2017 Lutz Financial  | Important Disclosure Information |  Privacy Policy

FORM CRS RELATIONSHIP SUMMARY

Accounting Today Names Lutz a 2023 Top 100 Firm and Regional Leader

Accounting Today Names Lutz a 2023 Top 100 Firm and Regional Leader

 

LUTZ BUSINESS INSIGHTS

 

Accounting Today Names Lutz a 2023 Top 100 Firm and Regional Leader

Lutz, a Nebraska-based business solutions firm, has been named a 2023 Top 100 Firm by Accounting Today. This is the fifth consecutive year Lutz has been named in the Top 100 list, rising from #78 in 2022 to #77 in 2023.

“From expanding our footprint internationally to adding a range of HR offerings and developing our Outsourced Accounting services, our team-oriented approach was instrumental in stimulating internal and external growth in 2022,” said Managing Shareholder Mark Duren.  

“In the upcoming year, we plan to focus on team retention efforts as well as delivering our clients an exceptional experience through business solutions that meet their evolving needs.”

Lutz has also been recognized as one of Accounting Today’s 2023 Regional Leaders in the Midwest for the ninth consecutive year.

The annual rankings of the largest firms in tax and accounting offer a variety of benchmarking data, as well as advice and strategies from the most successful firms. For more information on Accounting Today’s 2023 Top 100 Firms and Regional Leaders, visit https://www.accountingtoday.com/the-top-100-firms-and-regional-leaders2023.

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Further Developments in the Banking Industry + Financial Market Update + 3.21.23

Turmoil in the Banking Industry + Financial Market Update + 3.14.23

FINANCIAL MARKET UPDATE 3.14.2023

AUTHOR: JOSH JENKINS, CFA

STORY OF THE WEEK

TURMOIL IN THE BANKING INDUSTRY

Over the past few days, the news flow has been dominated by the turmoil taking place in the banking industry. Within the span of a week, a handful of banks have collapsed, including the second and third-largest bank failures by assets in U.S. history. Banking stocks have been in freefall since last week on concerns that widespread fear could continue to spread throughout the system. This prompted regulators over the weekend to announce measures aimed at eliminating the potential for any additional fallout. Below we will shed some light on what is happening within the banking industry and what that means for investors.

What Factors Led to the Banking Failures

Silvergate was the first to fall after announcing it would voluntarily wind down its operations on Wednesday, March 8th. Silicon Valley Bank was placed into receivership by the Federal Deposit Insurance Corp Friday, March 10th. Signature Bank then followed after being seized by New York State regulators on Sunday, March 12th.

While there is a litany of reasons a bank could fail, these three had a unique set of circumstances that many other regional banks don’t share. At a high level, all three banks went down because of some combination of the following reasons:

1. Heavily concentrated client bases

All three banks had a relatively heavy concentration in areas of the market that saw rampant and extreme speculation in 2021. Silvergate and Signature bet heavily on the crypto industry. That bet soured in 2022 as cryptocurrencies plummeted in value. Silvergate was long expected to fail following the collapse of one of its prominent clients, the crypto exchange: FTX. While Silicon Valley Bank (SVB) did not share the same exposure to crypto, it was very concentrated in technology startups.

2. Large unrealized losses in their bond portfolios

During the craziness of 2021, money flooded into speculative areas, including crypto firms and other tech startups, much of which ended up as deposits at the banks. SVB, for example, took short-term deposits and invested them in long-term bonds. Doing so created a substantial asset/liability mismatch.

The purchase of these bonds occurred before the Federal Reserve began lifting interest rates to combat inflation. After the Fed began hiking rates, the value of the bonds held at SVB fell far below where they were purchased. Typically, this is not an issue, as bonds with an unrealized loss due to interest rate shifts still get paid in full at maturity. As long as the bank is not forced to sell the bonds it intends to hold to maturity, it wouldn’t have to realize any losses.

3. Insufficient liquidity when depositors ran for the exits

This became a big problem for SVB for several reasons. First, the river of easy money flowing into the startup companies dried up as monetary policy was tightened. As a result, deposits at SVB were declining as the startup firms burned through the cash to fund their operations. The failure of Silvergate exacerbated the issue, sparking fear among its customers and sharply accelerating the exodus of deposits. In order to meet its client’s redemption requests, SVB was forced to sell its entire portfolio of bonds it had originally intended to hold to maturity at a sizable loss. The announcement led to venture capital firms urging their portfolio companies to pull their money out of the bank. The ultimate death blow for each entity amounted to a classic run on the bank where panicked customers demanded their cash all at once.   

How Has the Government Responded to the Banking Turmoil

Over the weekend, U.S. regulators announced a series of measures aimed at containing the fallout from the bank failures. The moves were designed to prevent the further flight of deposits and increase bank liquidity.

The FDIC announced that all depositors at both Signature Bank and SVB would be made whole. The FDIC typically only insures deposits up to a cap of $250,000. The Wall Street Journal reported that around 97% of deposits held at SVB were above that threshold, which likely contributed to the speed at which deposits were yanked from the bank. With this implicit guarantee that the FDIC could step in and guarantee uninsured deposits at other banks, they potentially averted additional bank runs at the start of this week.

In addition to the move made by the FDIC, the Federal Reserve announced a new program dubbed the “Bank Term Funding Program.” The program will provide a loan to banks for up to one year using U.S. Treasury and Agency Mortgage-Backed Securities (MBS) as collateral. Importantly, the banks will be able to obtain funding based on the ‘par’ value of the bonds, as opposed to the market value. This will allow banks to obtain funding based on the maturity value of the bonds and avoid the haircut associated with selling the bonds at a loss. Had this program been in place last week, SVB would have likely survived.

What This All Means for Investors

It’s unclear if the failure of Signature Bank on Sunday will be the last major event in this tumultuous episode. Banking stocks continued to get hammered on Monday, particularly the smaller players. Thus far, however, it appears the actions taken by regulators may be sufficient to contain the fallout and prevent continued panic from spreading further through the banking system. On Tuesday morning, banking stocks experienced a substantial rally.

The banks that failed last week were relatively small compared to the financial institutions that stumbled in 2008. They also contained client bases that were concentrated in industries that have been among the hardest hit over the last year. Larger banks with more diverse client bases are better equipped to handle the pressures faced by the now-defunct firms. Banks are also in a much stronger position than they were entering the Financial Crisis in 2008. Tougher regulations mean banks, particularly the largest institutions, are much better capitalized.

Investors that are concerned about the safety of their cash should ensure their deposits are insured. FDIC insurance covers up to $250,000, per depositor, per insured bank, for each account ownership category (think individual vs. joint account). Investors with cash balances that exceed the insurance caps have a few additional options. Short-term Treasury bills, or government money market funds that invest in similar assets, are generally considered risk-free and often have yields that are higher than traditional bank accounts.   

WEEK IN REVIEW

  • The Bureau of Labor Statistics published the February Consumer Price Index (CPI), which is an important reading on inflation. Headline inflation increased 6.0% YoY, in line with expectations. Core CPI, which excludes the volatile food and energy categories, increased slightly more than expected MoM. Core CPI was up 5.5% YoY.
  • The shelter component of CPI, which comprises about 1/3 of the overall calculation, continued to be a key driver of the elevated rate of inflation, increasing by 8.1% over the last year. Given the way the Shelter component is calculated, many believe it is erroneously making inflation look too high. The so-called ‘super core’ inflation, which strips out food, energy, and shelter, increased by 3.7% YoY.
  • Turmoil in the banking sector led some to believe that the Fed would opt to take a pause rather than continue to hike rates following its monetary policy meeting next week. Following the CPI report, fed fund futures were still pricing in a 70% chance of a 0.25% hike next Wednesday. The market will pay extra attention to the Dot Plot, which the Fed will publish at the conclusion of its meeting. The Dot Plot illustrates the individual committee member’s expected path of interest rates over the next few years. 

ECONOMIC CALENDAR

Source: MarketWatch

HOT READS

Markets

  • Inflation Gauge Increased 0.4% in February, As Expected and Up 6% From a Year Ago (CNBC)
  • Something Broke, But the Fed is Still Expected to Go Through With Rate Hikes (CNBC)
  • (Video) The Fed’s 2% Inflation Target, Explained (WSJ)

Investing

Other

  • Where Is a Large Predator Most Likely to Attack You? (Scientific American)
  • When Exercising Through Pain Helps Make It Better (Slate)
  • Amateurs vs. Island Green at TPC Sawgrass before THE PLAYERS (PGA Tour)

MARKETS AT A GLANCE

Source: Morningstar Direct.

Source: Morningstar Direct.

Source: Treasury.gov

Source: Treasury.gov

Source: FRED Database & ICE Benchmark Administration Limited (IBA)

Source: FRED Database & ICE Benchmark Administration Limited (IBA)

Do you want to receive financial market updates in your inbox? Sign up here! 

ABOUT THE AUTHOR

402.763.2967

jjenkins@lutz.us

LINKEDIN

JOSH JENKINS, CFA + CHIEF INVESTMENT OFFICER, PRINCIPAL

Josh Jenkins is a Chief Investment Officer and Principal at Lutz Financial. With 12+ years of relevant experience, he leads the Investment Committee and specializes in assisting clients with portfolio construction, asset allocation, and investment risk management. He is also responsible for portfolio trading, research and thought leadership, and the division's analytics and operational efficiency. He lives in Omaha, NE.

AREAS OF FOCUS
  • Asset Allocation
  • Portfolio Management
  • Research & Data Analytics
  • Trading Team Oversight
AFFILIATIONS AND CREDENTIALS
  • Chartered Financial Analyst®
  • Chartered Financial Analyst Institute, Member
  • Chartered Financial Analyst Society of Nebraska, Member
EDUCATIONAL BACKGROUND
  • BSBA, University of Nebraska, Lincoln, NE

P: 402.827.2300 | F: 402.827.2319 | E: contact@lutzfinancial.com | 13616 California Street | Suite 200 | Omaha, NE 68154

All content © 2017 Lutz Financial  | Important Disclosure Information |  Privacy Policy

FORM CRS RELATIONSHIP SUMMARY

March Retirement Plan Newsletter 2023

March Retirement Plan Newsletter 2023

 

LUTZ BUSINESS INSIGHTS

 

PUBLISHED: MARCH 13, 2023

MARCH RETIREMENT PLAN NEWSLETTER

THE RETIREMENT RESHUFFLE IS IMPACTING PLAN SPONSORS

Across the nation, more and more workers are expecting to postpone retirement. In fact, a survey by the Nationwide Retirement Institute shows that 40% of older employees plan to retire later than anticipated because of inflation. And delays don’t just affect employees — more than a third of employers are concerned about increased health and benefit costs, negative impacts on their staff’s mental health and barriers to hiring new talent.

Employers Can Help

If you sponsor a retirement plan, you’re already doing something important to encourage employees to retire comfortably and on time. And if it’s part of an overall financial wellness plan, that’s even better. However, while 68% of American workers have access to a 401(k), only 41% are actively contributing to it. Working with your advisor can help you design the right benefits package for your organization — and find ways to increase participation and contribution rates through access and education.

Tailor Your Plan Design

Some organizations are turning to guaranteed lifetime income investment solutions to address this issue but several factors may weigh against adding them to a plan’s lineup. These include potentially higher fees, employee knowledge barriers, the need for early participant adoption to provide sufficient income, vulnerability to inflation and disadvantages for beneficiaries in the absence of any death benefit.

Fortunately, there are many other levers plan sponsors can pull to encourage employees to save enough to retire, such as adding auto-enrollment and auto-escalation features. Increasing your match and actively encouraging workers over 50 to take advantage of catch-up contributions can also go a long way toward helping participants make up for shortfalls.

Think Broadly

Offering an HSA gives employees another vehicle for retirement planning and saving for health care expenses. Allowing phased retirement options, sometimes referred to as “pre-retirement” — with reduced hours leading up to full retirement — can also help. Additionally, robust omnichannel financial wellness programming and employee assistance programs (EAPs) can help workers prepare for retirement and better maintain mental and emotional health in the face of economic stressors.

Helping Workers Helps Your Bottom Line

If the trend toward delayed retirement continues, impacts could be felt far and wide. It’s important for employers to be proactive in helping employees retire comfortably to save on health and benefit costs and more easily usher in new talent. And if your workers are confident in their ability to meet their financial goals, they’ll be happier — and more productive — while they’re still part of your workforce.

Sources:
https://news.nationwide.com/companies-struggle-to-hire-promote-amid-uptick-in-delayed-retirements
https://www.personalcapital.com/blog/retirement-planning/average-401k-balance-age/
https://www.napa-net.org/news-info/daily-news/has-interest-grown-guaranteed-lifetime-income-options

HOW MANY RETIREMENT PLAN COMMITTEES DOES YOUR ORGANIZATION NEED?

Retirement plan committees can help plans function more efficiently and effectively. They aren’t a requirement under ERISA, though many organizations choose to establish committees for the many advantages they offer.

A Host of Benefits

Committees can assist retirement plans in any number of ways, including:

  • Delegation of plan responsibilities.
  • Providing greater clarity about fiduciary roles and responsibilities.
  • Promoting accountability.
  • Allowing more diverse voices to weigh in on plan management.
  • Establishing transparent procedures to maintain appropriate oversight and strengthen plan governance.
  • Monitoring for ERISA compliance and providing documentation in the event of an audit.
  • Helping ensure the plan benefits all participants.
  • Serving as a vehicle for members to gather employee feedback to aid in decision-making.

None, One — or Some?

According to Voya, 94% of plans with more than 5,000 participants have a retirement plan committee — but that number drops to only 53% for plans with less than 200 participants. Most committees have 5 to 10 members, which often includes representation from the finance, legal, HR, benefits and/or payroll departments.

Committee functions are occasionally divided up, with various areas of responsibility assigned to different groups. For example, an investment committee will provide ongoing management of the plan’s lineup. Sometimes you may also find an oversight committee charged with monitoring the plan’s service providers and advisors. And somewhat less common are settlor committees, which handle business-related decisions that don’t fall under the usual rules of fiduciary duty.

But how many committees should your organization have? When it comes to ensuring the right amount of oversight and guidance, should it be one and done — or is more better?

More Does Not Mean Better

While committees can help you run your plan more efficiently, too many can overcomplicate processes and produce the opposite effect. If you have employees or board members serving on several committees, it could become more challenging for them to meet all of their responsibilities.

Small companies with fewer resources likely won’t have the time or personnel necessary to staff and run multiple committees. And while it might seem that having several committees might especially benefit larger plans, too many cooks in the kitchen can hinder committee productivity and coordination. Communication may begin to break down, and it can take extra time and resources to ensure decisions coming out of multiple committees are consistent and mesh with organizational objectives. For the majority of organizations, one committee is often enough.

Your Advisor as a Resource

Your advisor, often in consultation with an experienced ERISA attorney, can be invaluable in assisting plan sponsors with the setup and operation of your retirement plan committee. They can make recommendations regarding the size of the committee, and the staff and members of your workforce who should serve on it. They can also help draft the retirement plan charter and provide the necessary fiduciary training to committee members.

In the end, when it comes to how many retirement plan committees is best — one done right is usually all you need.

Sources:
https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/reviewing-retirement-plan-committee-designs-and-practices.aspx
https://401kbestpractices.com/best-practices-for-401k-committees
https://www.plansponsor.com/psnc-2019-best-practices-retirement-plan-committee/
https://www.voya.com/voya-insights/heres-what-many-retirement-plan-committees-have-common
https://www.plansponsor.com/advisers-can-spearhead-retirement-plan-committee-setup-training/

WHAT'S IN A BENCHMARK?

The designated benchmarks used within the Scorecard System were selected because they are the most appropriate and/or most commonly used indices in the marketplace (Russell 1000, MSCI EAFE, BC US Aggregate Bond, etc.). While both the Russell and S&P indices are commonly utilized, Russell employs a more quantitative approach to index construction. Below are some benefits of using the Russell benchmarks:

  • Russell ranks each company in the investable universe according to its total market capitalization. The market cap is the primary tool to determine where a company belongs in the Russell Index. S&P uses a committee to make these decisions.
  • Russell indices adjust each company’s capitalization ranking to eliminate closely held shares that aren’t likely to be traded. Using this float adjustment methodology, Russell creates benchmarks that most accurately reflect the market.
  • Russell updates their indices’ holdings on a regular basis. Russell reconstitutes its indices annually, which assist in a truer representation of the market.
  • Russell indices objectively allow the market to determine the index composition according to clear and published rules. The market determines which companies are included, not the subjective vote of a selection committee.

As a reminder, the score is a starting point. For a complete picture of a score’s performance, run an Asset Class Review report. Those several pages often vivify the fiduciary decision to keep, watchlist or consider replacement of a fund in question.

PARTICIPANT CORNER: PLANNING FINANCIAL FUTURES

Do you spend more time planning your annual vacation than you do thinking about your personal finances? If so, you’re not alone. A lot of people put off financial planning or avoid it altogether.

Personal financial planning is an ongoing, lifelong process. If we break it down into small, achievable tasks, it’s a lot less daunting and can pay huge dividends to you and your family.

Resolve to make yourself financially fit in 2023:

The following personal finance calendar may help you get started.

JANUARY

  • Manage your debt. Start by paying off all high-cost and consider establishing an emergency fund.
  • Create a cash flow statement of prior year income minus expenses. Calculate personal net worth.
  • Consider if your portfolio’s original target asset allocation needs rebalancing.
  • Evaluate your contribution amount and save enough for your goals and take advantage of any available employer match.

FEBRUARY

  • Review your insurance policies to be sure they are reflecting current needs.

MARCH

  • Consider using any bonus or similar windfall to pay down debt and/or build an emergency fund.
  • Check your credit report as improvements may allow lower loan costs.

APRIL

  • File your income tax return by April 15 (unless extensions are available).
  • April 15 is the last day to make an IRA or Education Savings Account for the prior year.
  • Evaluate whether Roth after-tax or traditional pre-tax contributions make sense for your contributions.

MAY

  • Create an inventory of your home and personal property for insurance or estate planning. Record a phone video of your valuable possessions and store the video in a secure, remote location.
  • Review your estate plan.

JUNE

  • Consider a mid-year review of your finances to confirm you are on track year-to-date income and expenses.

JULY

  • Consider reading one book on personal finance or investing.
  • Designate or update your own beneficiary on your retirement plan.

AUGUST

  • Compute if your vacation spending is as you projected.

SEPTEMBER

  • Consider establishing a Christmas/Holiday spending budget.

OCTOBER

  • Consider beginning year-end tax planning.
  • Consider upcoming open enrollment season and any changes with your health insurance coverage and other employer benefits.

NOVEMBER

  • Keep your holiday budget in mind. Plan for any charitable giving and tax-deductible gifts.

DECEMBER

  • Consider rebalancing your portfolio allocations and contributions for the New Year.
  • Evaluate your past contributions into the Plan and decide if you can increase your contributions for the coming year.

DISCLOSURE INFORMATION

Please remember that past performance may not be indicative of future results.  Different types of investments involve varying degrees of risk, and there can be no assurance that the future performance of any specific investment, investment strategy, or product (including the investments and/or investment strategies recommended or undertaken by Lutz Financial (“Lutz”), or any non-investment related content, made reference to directly or indirectly in this newsletter will be profitable, equal any corresponding indicated historical performance level(s), be suitable for your portfolio or individual situation, or prove successful.  Due to various factors, including changing market conditions and/or applicable laws, the content may no longer be reflective of current opinions or positions. Moreover, you should not assume that any discussion or information contained in this newsletter serves as the receipt of, or as a substitute for, personalized investment advice from Lutz.  To the extent that a reader has any questions regarding the applicability of any specific issue discussed above to his/her individual situation, he/she is encouraged to consult with the professional advisor of his/her choosing.  Lutz is neither a law firm nor a certified public accounting firm and no portion of the newsletter content should be construed as legal or accounting advice.  A copy of the Lutz’s current written disclosure Brochure discussing our advisory services and fees is available upon request. Please Note: If you are a Lutz client, please remember to contact Lutz, in writing, if there are any changes in your personal/financial situation or investment objectives for the purpose of reviewing/evaluating/revising our previous recommendations and/or services, or if you would like to impose, add, or to modify any reasonable restrictions to our investment advisory services. Lutz shall continue to rely on the accuracy of information that you have provided.

For more important disclosure information, click here.

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Technology Used in Agriculture

Technology Used in Agriculture

 

LUTZ BUSINESS INSIGHTS

 

Technology Used in Agriculture

NEIL WARDYN, VIRTUAL CHIEF TECHNOLOGY OFFICER & BUSINESS DEVELOPMENT MANAGER

As the world’s population grows, farmers need to produce more on the same land. When you factor in climate change and high labor costs, that’s a tall order to fill. Like most other industries, the agricultural sector must turn to technology to help fill the demand. Technology has become an indispensable part of life for every farmer, ag retailer, and agronomist.

Modern agricultural technologies improve farming practices by lowering farming costs, enhancing production efficiency, and saving time.

This article looks at emerging tech options that are transforming and creating new opportunities for the players in the agriculture industry.

 

The Impact of Technology on the Agricultural Industry

According to an estimation by the United Nations Chronicle, the global demand for food will rise by 60% by 2050. In contrast, the global GDP on agricultural shares has shrunk by 3%, with one-third taking place in the last decade. To counter the challenges, the industry needs to adopt state-of-the-art solutions to improve farming processes and enhance productivity while lowering costs.

 

The Top Five Emerging Technological Advancements in the Agricultural Industry

1. Remote Management

Wouldn’t it be nice if you could be everywhere at the same time? Unfortunately, we’re not superheroes, and since we can’t be in five places at once, remote management is the next best thing. Through an app or web browser, you can monitor various conditions on your farm, such as irrigation, livestock housing, and material handling. 

Drones provide aerial imaging so you can monitor field conditions from anywhere. Remote devices bring crucial information to your fingertips so you can handle time-sensitive issues when they occur, enabling a higher crop yield while saving on labor costs.

2. Automation

Industrial automation technology involves using robotics and automated processes to resolve labor shortage issues. By using self-driving equipment, you need fewer people operating the machines. Today’s equipment performs a wide breadth of tasks, from precision field seeding and fertilizing to herbicide spraying and cattle feeding. 

3. Precision Agriculture

By adopting precision agriculture, farmers incorporate GPS with other technological tools to gather data on soil and crops. The technology optimizes resources like fertilizer and water needed in specific conditions. Farmers can evaluate and respond to a wide range of factors like crop growth and moisture levels through a variety of applications. 

Precision agriculture suits large-scale farming where every input counts. Farmers can achieve higher yields with enhanced soil health, less environmental impact and more efficient allocation of resources. You can avoid over-fertilizing the fields by monitoring the soil’s health, thereby cutting costs and diseases during production. 

4. Data Analytics

Farmers can merge and analyze data to unlock or discover new or overlooked relationships between information. Researchers can learn more about livestock and crop genomes by using data from the agricultural sectors.

Researchers can develop new ways to enhance production by merging genomic data with other metrics, such as soil composition and weather information. The collected data enables easy sharing of knowledge when seeking solutions.

5. Soil and Water Sensors

Sensors can track the soil’s nitrogen and moisture levels. It’s an easy and economical technology that allows farmers to detect parts of their fields that need fertilizing or watering. This detection enables farmers to utilize their resources when and where they’re needed more accurately.

 

The ag industry is changing rapidly, and implementing information technology can help you keep up. GPS Guidance, sensors, drones, autonomous vehicles, GPS-based soil sampling and more will help increase production with greater precision. Contact us to learn more about our services in the agriculture industry

ABOUT THE AUTHOR

308.382.7850

nwardyn@lutz.us

LINKEDIN

3320 JAMES ROAD

SUITE 100

GRAND ISLAND, NE 68803

NEIL WARDYN + VIRTUAL CHIEF TECHNOLOGY OFFICER & BUSINESS DEVELOPMENT MANAGER

Neil Wardyn is a Virtual Chief Technology Officer & Business Development Manager at Lutz Tech with over 17 years of IT experience. He is responsible for architecting short-term and long-term technology plans and strategies for potential clients. In addition, he will provide support in resolving technology-related issues.

AREAS OF FOCUS
AFFILIATIONS AND CREDENTIALS
  • Oracle Certified Associate
EDUCATIONAL BACKGROUND
  • BA in Computer Science, Hastings College, Hastings, NE
COMMUNITY SERVICE
  • Grand Island Leadership Tomorrow, Board of Directors
  • Central Community College,  IT Advisory Committee
  • IT Pathway, Advisory Committee
  • Skills USA, Contest Coordinator
  • Youth Sports Coach

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Should You Finance Your Agriculture Equipment?

Should You Finance Your Agriculture Equipment?

 

LUTZ BUSINESS INSIGHTS

 

SHOULD YOU FINANCE YOUR AGRICULTURE EQUIPMENT?

JARED HARDY, AUDIT SHAREHOLDER
 

If you are interested in purchasing new agricultural equipment, one of the most significant decisions you will have to make is whether you should finance it. While this decision may seem simple, it does involve some complicated factors that could affect your bottom line. So, before you decide, there are some key points to remember to help you get on the right path to financial success and growth with your agricultural business.

 

WHEN TO REPAIR OR REPLACE EQUIPMENT

It’s important to know when it’s time to repair or replace your equipment. For example, if your machinery is old and falling apart, it might be time for a replacement. But if a piece of machinery has just one minor problem, like a broken belt, consider repairing it. When making this decision, there are several factors to consider:

  • How expensive is the repair versus replacing the machine?
  • How often does this machine need repairs?
  • How long does each fix last?
  • Does the manufacturer offer a warranty?
  • Can we get financing for any major?

 

FINANCE, LEASE OR BUY?

Buying equipment is a large commitment and may not always be the best option for your business. Leasing or financing is an excellent alternative, as you don’t have to spend all the money upfront. Plus, leasing or financing allows you to upgrade equipment anytime if your business grows and needs more powerful machinery. You can also deduct the interest expense on your tax return.

When the lease term ends, you may be entitled to purchase an asset and make monthly payments until you pay it off in full. You’ll want to weigh the pros and cons before deciding which route is best for you. If you know that your business will need better equipment in a few years, then leasing would work better since you can always upgrade later.

If purchasing equipment is the right fit, talk with your accountant about what deductions are available based on tax laws. It might be beneficial to invest more upfront so that you deduct a larger amount this year rather than over several years. Alternatively, if your business will grow in the future, it makes sense to buy now instead of paying higher monthly payments on a leased piece of equipment. Whatever path you choose, research first and find out what fits your situation best.

 

TERMS OF FINANCING

Many different types of financing can be used for your ag equipment, including leasing, bank loans, and credit cards. Understanding each option and its fees will help you make the best decision for your company. Leasing is a popular way to finance equipment because it allows you to take advantage of tax incentives without paying interest.

When leasing, you typically pay an upfront fee or deposit as well as a monthly payment which can include either lump sum payments or depreciation charges. One downside to this type of financing is that if something happens to the property during your lease period, like damage or theft, you could lose both the equipment and the down payment.

 

HOW TO APPLY FOR HEAVY EQUIPMENT FINANCING

Heavy equipment financing differs from standard business equipment financing, such as computers and office equipment. Getting heavy equipment financing may seem complicated, but many resources are available to help you navigate the process.

First, you need a solid credit score and funds available to purchase the equipment outright. If you meet those requirements, here are the next steps to take:

Find an Equipment Lender

For more information about how to find an equipment lender in your area, call the Financial Services Division of your state’s agriculture department. They will be able to provide a list of companies they recommend.

Ask about Financing

After narrowing down the field by price range and what type of machinery you’re looking for, call each relevant manufacturer on your list and ask them about their financing options.

Find Out About Fees

Remember to inquire about fees when getting heavy equipment financing. You may want to ask if they are negotiable or if you can put them off until the end of the contract period.

Negotiate Your Contract

Once you’ve narrowed your choices, it’s time to negotiate contracts and terms to satisfy both parties.

 

HOW WE CAN HELP

If you want to purchase equipment for your farm, explore all options available before making any final decisions. Find out what each option entails and what it will cost you in the short and long term. Doing this research beforehand could save you a significant amount of money.

Lutz’s Agri-Business Group responds to the increasing need for specialized services for agricultural businesses and farm producers and their desire for specific knowledge about the agriculture industry. Contact us today if you have any questions about financing your next purchase of farming equipment.

ABOUT THE AUTHOR

Jared Hardy

308.385.1167

jhardy@lutz.us

3320 JAMES ROAD

SUITE 100

GRAND ISLAND, NE 68803

JARED HARDY + AUDIT SHAREHOLDER

Jared Hardy is an Audit Shareholder at Lutz with over 13 years of experience. He has significant experience in public accounting providing accounting, auditing and consulting services to privately-held companies in a variety of industries.

AREAS OF FOCUS
AFFILIATIONS AND CREDENTIALS
  • American Institute of Certified Public Accountants, Member
  • Nebraska Society of Certified Public Accountants, Member
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • BS in Accounting, University of Nebraska, Lincoln, NE
COMMUNITY SERVICE
  • NOVA Treatment, Board Member
  • Knights of Columbus, Member

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Factors to Consider When Selling a C Corporation

Factors to Consider When Selling a C Corporation

 

LUTZ BUSINESS INSIGHTS

 

Factors to Consider When Selling a C Corporation

BILL KENEDY, LUTZ CONSULTING AND M&A SHAREHOLDER

What’s the difference between a stock sale and an asset sale, and why would a buyer or seller prefer one over the other? We’ll discuss the differences and highlight the tax issues affecting both buyers and sellers involved in C corporation merger and acquisition transactions. Additionally, we’ll go over the varying outcomes between these sales when your business is taxed as an S corporation instead of a C corporation and how that could potentially result in significant tax savings.

 

What is an asset sale?

An asset sale is the purchase of the seller’s assets and liabilities, but the seller retains possession of the legal entity. An asset transaction is implied when pricing a company using an EBITDA multiple (earnings before interest, taxes, depreciation, and amortization). These deals assume the buyer acquires the business on a “cash-free, debt-free” basis, meaning the seller keeps its bank account and pays off its bank debt, and the buyer ends up acquiring only the operating assets of the business. When selling a privately held business, in almost all circumstances, buyers expect the transaction to be structured as a purchase of assets.

 

What is a stock sale?

A stock sale is the purchase of an owner’s shares of a corporation, thereby taking possession of the legal entity. Although selling a privately held business as a stock transaction is possible, it is not seen very often. The sale price is likely lower than what it would be under an asset sale transaction due to the fact the buyer loses out on some tax benefits that can be realized with a deal structured as an asset purchase.

 

Why do buyers of a C corporation prefer an asset sale?

There are two primary reasons why buyers prefer acquiring business assets instead of stock.

Tax Benefits of an Asset Sale

Buyers can deduct a portion of the sale price when a deal is structured as an asset purchase. Goodwill or other intangible assets acquired can be deducted over a 15‐year timeframe for tax purposes. Also, any equipment or other fixed assets acquired are typically valued at their fair market value and can be depreciated by the buyer.

In an acquisition of stock, the buyer does not get to deduct any of the goodwill or intangible assets, nor do they get to revalue the equipment and other fixed assets to fair market value and depreciate them. Buyers only get to depreciate the fixed assets at the seller’s remaining tax cost basis.

Legal Liability Concerns

When assets are purchased, a new legal entity is set up, and any prior “sins” of the seller remain with the seller. But under a stock transaction, prior “sins” of the seller could be a problem for the buyer down the road.

Often, the legal liability issues can be dealt with through the attorneys drafting agreements and escrow of transaction proceeds. But the buyer typically addresses the tax benefit issue through the sale price itself, meaning a private company will receive less money from an acquirer for the sale of stock versus the sale of its assets.

Example of the impact of a stock purchase vs. an asset purchase for a buyer of XYZ Corporation:

Facts:

Equipment Value ————————–$2,000,000 – Tax Deductible Year 1

Other Tangible Asset Value ————-$3,000,000 – Net Working Capital

Intangible Asset Value ——————- $5,000,000 – Tax Deductible Over 15 Years

Total Business Assets Value ————-$10,000,000

 

Assumption – Present Value Factor = 4%

Most Buyers Expect an Asset Sale

The fact of the matter is, in the world of lower‐middle market mergers and acquisitions, business sales are assumed to be sales of all operating assets of the business, not a sale of stock. Buyers assume this will be true and will receive the tax benefits (above) of the asset purchase. These tax savings help the buyer achieve the return on investment they expected when they priced the deal. If you are a C corporation and require the sale to be stock, not assets, buyers will not pay as much as they would with an asset sale because they will not receive any tax benefits, and their return on investment will be lower.

 

Why do sellers of a C corporation prefer a stock sale?

Tax Implications of a Stock Sale

For the seller, there are tax benefits when the deal is structured as a stock sale versus an asset sale. In a stock sale, a seller simply pays capital gains tax on their sale proceeds less whatever cost basis they have in the stock, regardless of whether the company is structured as a C corporation or an S corporation. But things get tricky when it comes to tax treatment in an asset sale.

Tax Implications of an Asset Sale

For a C corporation, the sale of assets will create a taxable gain within the C corporation, and tax will have to be paid (note there is no capital gain rate for a C corporation, just one Federal corporate tax rate which is currently 21%). Then after the C corporation pays tax on the gain, the remaining amount is paid to the owners as a taxable dividend taxed at the capital gain rate (currently 20%). So, there are two levels of tax when selling assets of a C corporation. When you factor in state income taxes, the combined total tax when selling assets of a C corporation can exceed 50%.

As you can see, the issue is buyers of a C corporation want an asset sale for tax savings, but sellers of a C-Corporation want a stock sale to avoid double taxation. So, what can you do? An S corporation election may be the answer. Let’s consider the buyer-preferred asset sale from the perspective of an S corporation.

 

Asset Sale from an S Corporation Perspective

Now for an S corporation, things are slightly different and, generally, better. The S corporation pays no tax on the gain from the sale of the assets. That gain is simply reported to the owners on a form K‐1, and the individual owners will pay tax on their share of the gain. An important note here is that any amount of the gain that relates to the sale of previously depreciated fixed assets will be taxed at the ordinary tax rate, NOT the capital gain rate. Depending on the type of business, that can be a significant factor in the amount of tax paid from the sale of assets in an S corporation. In almost all cases, the total tax paid from the sale of assets from an S corporation will be less than the sale of assets of a C corporation.

Example of the impact of an asset sale for a C corp vs. an S corp for a seller of XYZ Corporation

Facts:

Equipment Value ——————– $2,000,000 – Assume $0 Tax Basis

Other Tangible Asset Value ——- $3,000,000 – Assume $3,000,000 Tax Basis

Intangible Asset Value ————–$5,000,000 – Assume $0 Tax Basis

Total Business Assets Value ——-$10,000,000 (Less basis of $3m, resulting in $7m gain on sale)

 

Assumption – Present Value Factor = 4%

Consider an S Corporation Election

The example above clearly shows S corporations come out far ahead of C corporations in the event of an asset sale. If you own a C corporation, and there is a chance that you will be selling the business to a third party in the future, you should be analyzing whether it makes sense for you to make an election to have your C corporation taxed as an S corporation.

Most business owners realize that someone other than them will someday own their business. It could be family members, employees, a third party, or a combination of the three. When a business transaction is set up to keep the business in the family, it is easy to structure the transaction as a stock sale/transfer. The same can be true (but not always) for a sale transaction to an employee, group of employees, or an ESOP. But when it comes to selling a business to a third party, it is much more challenging to get a deal structured as a sale of stock and even harder to get a buyer to pay the price they’d be willing to pay for assets for stock instead.

So, if you are a C corporation, you should really be asking yourself, “why?” Review what it would take to make an S corporation election. I have seen plenty of businesses taxed as C corporations that would not have any tax burden by converting to an S corporation. Although there can be benefits to being a C corporation, you should perform an analysis of those benefits versus the potential negative consequences in a sale scenario. Since there can be issues associated with making an S election depending upon certain factors within your C corporation, I suggest you review these annually with your CPA. The decision can be complex and needs to be well thought out. When deciding, the potential cost to you remaining a C corporation if you eventually sell the company to a third party should be one of the top considerations.

A few key points to note about the S election:

  • You must make the election within 45 days of the year you wish to make the change.
  • Income/losses from the business will flow through to the owners on an annual Form K-1. Each owner will have to pay individual income tax on their share of profits, including state income taxes, which can be burdensome if the company does business in a large number of states.
  • There is a five-year waiting period before you officially become an S corporation when it comes to the sale of business assets. This means the double tax noted above exists for five years after making the S election.
  • There could be a tax due by making the election (for cash basis taxpayers as well as a few other tax triggers). Keep in mind that S corporations can be cash basis.
  • If your C corporation has accumulated Net Operating Losses, those are lost when you become an S corporation.

Conclusion

C corporation owners must ask themselves if it is truly beneficial to remain a C corporation. Is the annual tax savings on business income in a C corporation versus the higher individual rates worth it? Is the cost of making the S election high enough to justify remaining a C corporation?

Please contact us if you would like to discuss this further with a Lutz M&A and Lutz Tax professional.

ABOUT THE AUTHOR

Bill Kenedy

402.492.2132

bkenedy@lutz.us

BILL KENEDY + LUTZ CONSULTING AND M&A SHAREHOLDER

Bill Kenedy is a Lutz Consulting and M&A Shareholder at Lutz. He specializes in business valuation, litigation support, and merger and acquisition advisory services.

AREAS OF FOCUS
AFFILIATIONS AND CREDENTIALS
  • American Institute of Certified Public Accountants, Member
  • Nebraska Society of Certified Public Accountants, Member
  • Certified Public Accountant
  • Accredited in Business Valuation
  • Certified in Financial Forensic
  • Certified Exit Planning Advisor
EDUCATIONAL BACKGROUND
  • BSBA in Accounting, St. John’s University, Collegeville, MN
COMMUNITY SERVICE
  • Construction Financial Management Association, Past Treasurer, Board Member
  • A Time to Heal (non-profit focused on cancer patients), Past Board Member
THOUGHT LEADERSHIP

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The Ultimate Guide to QuickBooks Desktop for Contractors

The Ultimate Guide to QuickBooks Desktop for Contractors

 

LUTZ BUSINESS INSIGHTS

 

The Ultimate Guide to QuickBooks Desktop for Contractors

MIKE PERRY, CLIENT ADVISORY SERVICES DIRECTOR
JIMMY BURGESS, SENIOR ACCOUNTANT

If you’re a contractor, you know that understanding how much reserves you’ve put into a job is very important. You also know tracking your job costs is a challenging task. In QuickBooks Desktop, you can track job costs at the transactional level. If you’re doing this already, there are some valuable reports that you should consider utilizing to monitor the status of your jobs.

 

Job Costing Reports

If you’re looking for a concise report, the “Job Profitability Summary Report” will allow you to view the revenues and costs of all your jobs in a summarized format. You can see more detail on the job by running the “Job Profitability Detail Report,” which will break down the revenues and costs by item by job. 

Alternatively, the “Profit & Loss by Job Report” can also be useful. While not as condensed as the Job Profitability Summary Report, this report can display the job costs by the general ledger account.

Lastly, you may have balance sheet accounts, such as “construction-in-progress” or “customer deposits,” on your financial statements. If you have more than one job going on at a time, it can be frustrating to determine how much of your “construction-in-progress” balance pertains to Job A or Job B. In QuickBooks Desktop, you can create a “Custom Summary Report” to break down the balance in these accounts by the job.

 

Report Customization

Whether you’re interested in contract profitability or year-to-date information, it’s easy to customize your reports. You can filter by job status (in progress + closed) and modify the date range to view contract numbers on open or closed jobs. You can also customize reports to pull balance sheets or income statement accounts to save time in commonly used reports.

 

Job Costing Report Use

Job costing reports are a great way to view a quick snapshot of your contracts in one place. They allow you to monitor how much cost you have into a job, how much you’ve billed your customer, and, if completed, how the job finished. Here are some of the most common use cases for contractors:

1. Track job profitability in a summarized format

Contractors who need to maintain a job schedule can pull their direct cost/revenue figures from the “Job Profitability Summary Report.” Contractors can also use the profitability report to estimate income on a completed contract basis.

2. Ensure all direct costs are getting job costed in QuickBooks

If the job costing reports do not reconcile to the financial statements, you know that there are some transactions that have not been job costed. These reports can help you identify which transactions need to be coded to a job so that you’re capturing all of your job costs.

3. General job revenue/cost analysis

If you’d like to know how much your company has billed compared to the costs you have incurred on a job, profitability reports can be helpful. They can also aid in monitoring and comparing your expected margin versus actual.

 

Common Report Issues

When you run these reports in QuickBooks Desktop, there are a few things you should keep in mind:

1. Direct job costs not getting assigned a job in QuickBooks

If you’re noticing that your job report totals are not matching up with your balance sheet or profit and loss figures, the issue could be that not all direct costs are assigned to a job. To check, you’ll need to dig into your direct cost general ledger accounts and sort for transactions that are not coded to a customer/job. Once you’ve identified the problem transactions, you can add a job to these transactions so that your report totals will tie out to your financial statements.  

2. Comingling direct and indirect costs into the same general ledger accounts

It can be difficult to compare a job costing report that includes only direct costs with a general ledger that lumps direct and indirect costs into the same accounts. We recommend dedicating specific general ledger accounts just for direct and indirect costs. If you’re consistently coding only direct costs to a job and you’ve structured your chart of accounts in this manner, it will be easier when you try to tie your job report totals back to the financial statements.

3. Transactions incorrectly reduce the cost and revenue columns on job profitability reports

The numbers flow through your job profitability reports from a variety of transactions, including bills, paychecks, invoices, sales receipts, journal entries, etc. QuickBooks views all these as either revenue or cost-type transactions. Checks, for example, are cost-generating. If you post a check, it will increase the cost on your job profitability report regardless of what general ledger account the item(s) on the check are pointing to. If you intended to reduce revenue rather than increase cost, you might have a difference between the total revenue on the profit & loss versus the total revenue on the job profitability report.

4. Expenses are coded to a GL account instead of an item

If you’re utilizing items to track job costs, it’s best practice to apply that amongst all jobs consistently.  The job profitability detail report pulls job information by item. If you were not utilizing items when you coded your bills or checks, it would make this report irrelevant.

 

Limitations on Indirect Job Costing

While QuickBooks is a great option for small contractors that want affordable + user-friendly software, there are limitations. Most notably, there’s no easy way to allocate indirect costs amongst jobs. You can find that capability with more industry-specific software at a higher cost. Since this cannot be done effectively in QuickBooks, there are some strategies we recommend for indirect cost analysis:

  1. Group your indirect accounts together within your chart of accounts. If these are grouped together, it makes it much easier to determine how much your indirect costs are as a percentage of revenue.
  2. Create a default customer in QuickBooks to assign all your indirect costs. If you have this in place, all job costs, including indirect costs, should have a job assigned to them in QuickBooks. This can make it easier to see what transactions may have been missed and not job costed.

Takeaway

Utilizing the job profitability and other custom reports in QuickBooks can help you complete job schedules efficiently, ensure all your job costs are getting costed, and help you monitor your job profitability versus expected margins on open or closed jobs. While there are some limitations to QuickBooks for contractors, it’s a great affordable option for smaller contractors. 

Lutz offers construction accounting services to help contractors get their QuickBooks up and running. Contact us today to learn more or view our QuickBooks Desktop Demo for the Construction Industry!

ABOUT THE AUTHOR

Mike Perry + Lutz Client Accounting Services in Nebraska

402.827.2087

mperry@lutz.us

LINKEDIN

MIKE PERRY + CLIENT ADVISORY SERVICES DIRECTOR

Mike Perry is a Client Advisory Services Director at Lutz with over 15 years of accounting experience. He focuses on providing business consulting, software implementation and training, accounting procedure assistance and outsourced accounting replacement consulting for closely held companies.

AREAS OF FOCUS
AFFILIATIONS AND CREDENTIALS
  • American Institute of Certified Public Accountants, Member
  • Nebraska Society of Certified Public Accountants, Member
  • Intuit Certified ProAdvisor, QuickBooks Advanced
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • BSBA in Accounting, University of Nebraska, Kearney, NE
COMMUNITY SERVICE
  • Community Bike Project Omaha, Past Treasurer
QUICKBOOKS PROADVISOR CERTIFICATIONS

Certified ProAdvisor - Online  Certified ProAdvisor - Advanced Desktop  Certified ProAdvisor - Enterprise

BILL.COM CERTIFICATIONS

Bill.com Guru Certification   

402.514.0016

jburgess@lutz.us

JIMMY BURGESS + SENIOR ACCOUNTANT

Jimmy Burgess is a Senior Accountant at Lutz with over four years of relevant experience. His primary focus is to provide outsourced accounting to clients with a focus on QuickBooks, tax and payroll compliance, small business consulting, as well as software implementation training.

AREAS OF FOCUS
  • Outsourced Accounting Services
  • QuickBooks
  • Tax & Payroll Compliance
  • Small Business Consulting
  • Software Implementation & Training
  • Construction Industry
AFFILIATIONS AND CREDENTIALS
  • Nebraska Society of Certified Public Accountants, Member
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • BS in Business Administration and Accounting, University of Wyoming, Laramie, WY
COMMUNITY SERVICE
  • Youth Sports Coach, Volunteer
QUICKBOOKS PROADVISOR CERTIFICATIONS

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3.8.23 | Merger & Acquisition Market Upddate | Recording

3.8.23 | Merger & Acquisition Market Upddate | Recording

 

LUTZ BUSINESS INSIGHTS

 

AM I READY TO SELL MY BUSINESS?

Merger & Acquisition Market Update

3.8.23 | Recording

What is the current state of mergers and acquisitions in the lower-middle market? In this webinar, Lutz experts Dani Sherrets, Aimee Werner, and Mark Otte will explore current market conditions, valuation multiples, recent transactions, as well as the COVID-19 impact on businesses and M&A.

Key Takeaways:

  • Current M&A Market Outlook
  • Evaluation of Recent Transaction Environment
  • Overview of Current Due Diligence Topics

Who Should Attend: Business Owner, Board Member, C-Suite Executive

Seminar Level: Advanced

RECENT POSTS

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The Decision Investors Must Get Right + Financial Market Update + 2.28.23

The Decision Investors Must Get Right + Financial Market Update + 2.28.23

FINANCIAL MARKET UPDATE 2.28.2023

AUTHOR: JOSH JENKINS, CFA

STORY OF THE WEEK

THE DECISION INVESTORS MUST GET RIGHT

One of the most important decisions investors face when constructing a portfolio is how much to allocate across the various asset classes. The desired mixture, referred to as the asset allocation, is what drives the risk and return characteristics of the portfolio. The decision is so important, in fact, studies have shown that the asset allocation explains about 90% of a given portfolio’s return variation over time(1). The other 10% is determined by market timing and security selection, which can collectively be referred to as ‘active management.’

An appropriate asset allocation allows an investor to balance the tradeoff between risk and reward. Stocks generally carry a high expected return but come with a relatively unpredictable payoff in the near term. Bonds and cash, on the other hand, have a more predictable near-term payoff, but the expected return is typically lower. By combing these asset classes together, investors can satisfy several objectives:

  1. Grow the balance of the portfolio
  2. Reduce portfolio volatility
  3. Hold relatively safe assets that can be tapped if funds are needed during a market downturn

The consequence of not selecting the appropriate asset allocation can be severe. If a portfolio is set too conservatively, it may fail to meet the investor’s desired long-term spending needs or goals. This could mean not being able to afford that vacation home, delaying retirement, or even outliving one’s assets. If set too aggressively, the investor may not be able to stomach a period of heightened volatility, or they may be forced to sell equity assets at a steep loss if a large cash need arises at an inopportune time.

Once the appropriate mixture of asset classes has been determined, there are two broad approaches to implementing an asset allocation. These include:

  • Tactical Asset Allocation (TAA)
  • Strategic Asset Allocation (SAA)

At a high level, Tactical Asset Allocation begins with a market-cap-weighted benchmark as the baseline for the portfolio. From there, the manager will make intentional deviations from that benchmark in anticipation of short-term changes in market direction. Think of this as active management at the asset class level, where the manager attempts to add value through market timing.

Strategic Asset Allocation also begins with a market-cap-weighted benchmark as the baseline for the portfolio. The manager can choose to deviate from the benchmark, or they can seek to match it exactly. The key difference with SAA is that once the allocation is established, the manager does not make frequent changes to the portfolio in an attempt to outsmart the market. It is important to highlight that as an investor’s risk and return profile changes throughout their investing career, the SAA is updated to ensure that it continues to align with the investor’s objectives.

The Strategic approach to asset allocation has a few key advantages over the Tactical approach:

  • The frequent changes made in tactical portfolios can result in higher trading costs, lowering the return.
  • The high volume of trading can also result in a large tax bill at the end of the year, lowering the after-tax return.
  • Funds that specialize in tactical asset allocation are typically more expensive than those that employ strategic asset allocation.
  • Adding value through tactical asset allocation requires an investor or fund manager to consistently predict the future better than the market. There is a substantial pool of evidence that suggests this is not possible.

Morningstar, a leading provider of investment fund data, recently published some research related to mutual funds that focus on tactical asset allocation. The author had this to say:

In an ideal world, we’d ratchet our asset exposures up and down in anticipating market gyrations, bagging gains and sidestepping losses. The world doesn’t work that way, though, as the dismal record of tactical allocation mutual funds well attests: Not a single tactical fund beat a simple 60% U.S. stocks/40% U.S. bonds portfolio over the trailing 10 years ended Jan. 31, 2023.

As the author of the Morningstar report highlighted, not one tactical fund was able to compete with the purely passive Vanguard option. These Tactical funds are managed by professionals. They have large investment teams, expensive tools, and sophisticated processes. If none of them were capable of success over a long period of time, what hope do individual investors have?

Getting the asset allocation correct is a critical hurdle on the way to long-term investing success. Unfortunately, a suitable allocation is unique to every individual investor. It depends heavily on the investor’s personal balance sheet, cash flows, financial goals, and attitude toward risk. While there is no one size fits all solution, investors looking for help can engage an investment advisor that specializes in comprehensive financial planning. A well-designed financial plan can help prospective investors find that balance between risk and reward. Implementing the asset allocation is a little more one-size fits all. When choosing between the Strategical and Tactical approaches, recent evidence clearly favors SAA.

1. Brinson, Gary P., L. Randolph Hood, and Gilbert L. Beebower.1986. “Determinants of Portfolio   Performance.” FinancialAnalysts Journal, vol. 42, no. 4 (July/August):39–48.

WEEK IN REVIEW

  • A report published on Monday showed durable goods orders fell more than expected in January (-4.5%). Much of that decline was caused by the volatile transportation sector, which includes orders for commercial airlines. Shipments for ‘core’ non-defense capital goods, excluding aircraft, a key input for business investment in the GDP report, increased by 1.1% after declining for two consecutive months.
  • According to FactSet, 94% of S&P 500 companies have reported earnings as of last Friday. The forecasted growth rate blended with actual results from companies that have already reported is now -4.8% year-over-year. The expected earnings growth rate as of 12/31/2022 was -3.2%, which implies earnings season has been worse than expected thus far. Earnings growth is what ultimately fuels appreciation in the stock market. Companies will need to return to positive earnings growth to justify continued market gains.
  • Major economic data releases due this week include an update on manufacturing and service sector activity from the Institute of Supply Management (ISM). The Labor Department typically publishes its payrolls report on the first Friday of the month. However, it will be delayed till next Friday, given how early in the month the first Friday comes this time around.

ECONOMIC CALENDAR

Source: MarketWatch

HOT READS

Markets

  • Key Fed Inflation Measure Rose 0.6% in January, More Than Expected (CNBC)
  • Mortgage Demand From Homebuyers Drops to a 28 Year Low (CNBC)
  • Long-Robust U.S. Labor Market Shows Signs of Cooling (WSJ)

Investing

  • How It All Works (Morgan Housel)
  • Will High Risk-Free Rates Derail the Stock Market (Ben Carlson)
  • Welcome to the 5% World, Where Yield Chases You (WSJ)

Other

  • Why You Should Enable Apple’s New Security Feature in iOS 16.2 Right Now (NYT)
  • Best of “Golf is Hard” from 2022 (Youtube)
  • The Worker Flexibility Premium (Axios)

MARKETS AT A GLANCE

Source: Morningstar Direct.

Source: Morningstar Direct.

Source: Treasury.gov

Source: Treasury.gov

Source: FRED Database & ICE Benchmark Administration Limited (IBA)

Source: FRED Database & ICE Benchmark Administration Limited (IBA)

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ABOUT THE AUTHOR

402.763.2967

jjenkins@lutz.us

LINKEDIN

JOSH JENKINS, CFA + CHIEF INVESTMENT OFFICER, PRINCIPAL

Josh Jenkins is a Chief Investment Officer and Principal at Lutz Financial. With 12+ years of relevant experience, he leads the Investment Committee and specializes in assisting clients with portfolio construction, asset allocation, and investment risk management. He is also responsible for portfolio trading, research and thought leadership, and the division's analytics and operational efficiency. He lives in Omaha, NE.

AREAS OF FOCUS
  • Asset Allocation
  • Portfolio Management
  • Research & Data Analytics
  • Trading Team Oversight
AFFILIATIONS AND CREDENTIALS
  • Chartered Financial Analyst®
  • Chartered Financial Analyst Institute, Member
  • Chartered Financial Analyst Society of Nebraska, Member
EDUCATIONAL BACKGROUND
  • BSBA, University of Nebraska, Lincoln, NE

P: 402.827.2300 | F: 402.827.2319 | E: contact@lutzfinancial.com | 13616 California Street | Suite 200 | Omaha, NE 68154

All content © 2017 Lutz Financial  | Important Disclosure Information |  Privacy Policy

FORM CRS RELATIONSHIP SUMMARY

Lutz adds Brummels and Johnson to Omaha Office

Lutz adds Brummels and Johnson to Omaha Office

 

LUTZ BUSINESS INSIGHTS

 

Chad Brummels
Paige Johnson

Lutz adds Brummels and Johnson to Omaha Office

Lutz, a Nebraska-based business solutions firm, recently added Chad Brummels and Paige Johnson to its Omaha office.

Chad joins the firm as a Senior Accountant in the tax department. He is responsible for preparing and reviewing complex individual and business tax returns, responding to notices from regulatory agencies, and providing tax assistance to clients in a variety of industries. Brummels brings over 10 years of accounting experience to the team.

Paige joins the firm as a Recruiting Coordinator in the human resources department. She is responsible for assisting with campus recruiting programs as well as recruiting internal employees. Graduating from the University of Nebraska-Omaha, Johnson earned her bachelor’s degree in business administration with a concentration in human resource management, supply chain management, and marketing & management.

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Mergers and Acquisitions Report 2022

Mergers and Acquisitions Report 2022

 

LUTZ BUSINESS INSIGHTS

 

 Mergers and Acquisitions Report 2022

“Despite a challenging economic climate, the global mergers and acquisitions market displayed resilience throughout much of 2022.”

Following a year of robust activity and high valuations, the global mergers and acquisitions market experienced a slowdown in 2022. The persisting inflation, escalating interest rates, and concerns of a possible recession had an adverse impact on both transaction volume and value, particularly in the latter half of the year. Specifically, the total value of announced deals in the lower middle market for 2022 decreased to $347.2 billion, marking a 65.2% year-over-year decline. Similarly, the total volume of deals fell to 13,678 in 2022, a 16.1% decline from the previous year. However, it should be noted that 2021 represented a year of unprecedented heights and bullish markets. When compared to the pre-pandemic (2017-2019) levels of activity 2022 has performed admirably.

Report includes:

  • Market Overview
  • Recent Transaction Details
  • Transaction Environment Review
  • Private Equity Activity Highlights

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The Role of M&A Advisors in Mergers & Acquisitions

The Role of M&A Advisors in Mergers & Acquisitions

 

LUTZ BUSINESS INSIGHTS

 

The Role of M&A Advisors in Mergers & Acquisitions

DANI SHERRETS, M&A MANAGER

One of the most popular avenues for a company to grow or restructure is through mergers & acquisitions (M&A). You could probably manage to sell your business on your own or with the help of your attorney/accountant, but should you? Selling or buying a company is a complex, nuanced, and sometimes long process that requires expert insight. To help you better understand how an M&A advisory firm can help your business during a liquidity event, we have broken down a few of their key responsibilities.

 

Who are M&A Advisors?

M&A advisors are professionals who advise on and execute transactions that primarily involve the sale or acquisition of a business and debt and equity financing. They guide you through the smoothest possible process to end up with the most optimal outcome.

 

What Services Do M&A Advisors Offer?

The services provided by an M&A advisor can be invaluable for a business looking to make the most out of a sale, acquisition, or capital-raising opportunity. Whether you’re looking for advice on strategy or execution, M&A advisors will ensure that every aspect is covered and keep your best interests in mind throughout the process. Depending on your needs, some services they may provide include:

Establish a value for the company

M&A advisors help you understand what your business is truly worth by evaluating historical performance and running valuation models.

Assess/analyze market conditions

M&A advisors have valuable industry knowledge and access to the most current data on market trends and transaction comparables (comps).

Develop an acquisition/exit strategy

After determining a range of values, M&A advisors can assist with exploring potential acquisition/exit or funding options based on the client’s needs and objectives.

Prepare necessary documentation to strategically market the company

Advisors put in a great amount of work in preparing marketing materials to best position the business for sale utilizing curated company background information to attract interest from potential buyers.

Identify prospective buyers/targets

M&A advisors create a competitive process by leveraging their existing relationships to identify the most likely suitors/targets and manage a structured auction process. An auction process involving multiple offers usually drives the receiving bids higher.

Deal structuring & negotiation

Once a Letter of Intent (LOI) has been submitted and accepted, M&A advisors negotiate transaction details such as price, terms, sources and uses and timing.

Manage the due diligence process

M&A Advisors collect, review and provide company information such as contracts, leases, and customer and supplier lists to the other party securely and confidentially.

Coordinate closing activities

The advisors will quarterback the drafting and negotiation of the purchase agreement and oversee the company’s transfer.

 

Why Should You Adopt Their Services

Value maximization is one of the main reasons to hire an M&A advisory firm to help with a transaction. When the people involved in an M&A transaction are not familiar with the process nuances, there is a high likelihood of signing a deal with unfavorable terms or sellers leaving millions of dollars on the table. Advisors help the sellers to differentiate bids on factors other than the value, which can make a huge difference in the overall outcome of the deal. Additionally, advisors know what to watch for in a process, how to reduce the risk of a deal falling apart, and how to best drive competitive dynamics.

 

Conclusion

M&A advisors provide invaluable advice and services that help companies make the most of their merger, acquisition, or capital-raising opportunities. Their expertise is supported by extensive financial, technical, marketing and deal negotiation skills, from initial strategy to finding a buyer to execution. Contact us to discuss how Lutz M&A adds value or if you have any questions about the M&A process.

ABOUT THE AUTHOR

402.796.7045

dsherrets@lutz.us

LINKEDIN

DANI SHERRETS + M&A MANAGER

Dani Sherrets is an M&A Manager at Lutz with over seven years of relevant experience. She specializes in merger and acquisition advisory services and business valuations. Dani focuses on analyzing and interpreting financial statements, building financial models, performing valuation analyses, developing marketing and transaction materials and conducting due diligence.

AREAS OF FOCUS
AFFILIATIONS AND CREDENTIALS
  • National Association of Certified Valuators and Analysts, Member
  • Certified Valuation Analyst
EDUCATIONAL BACKGROUND
  • BBA, Academy of Economic Studies, Bucharest, Romania
  • MBA in Finance, Bellevue University, Omaha, NE

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How to Prepare for a Virtual Interview

How to Prepare for a Virtual Interview

 

LUTZ BUSINESS INSIGHTS

 

How to Prepare for a Virtual Interview

JANA STONE, TALENT SOURCER

Virtual interviews have risen in popularity in recent years, and they aren’t going away anytime soon. Conducting them via a computer screen can add some additional complications. If you want to connect with and impress your potential future employer, there are some things you should be conscious of to make the interview as successful as possible. This blog helps prepare you for a virtual interview to ensure it’s a success.

 

What Is a Virtual Interview?

Virtual interviews leverage video technology using a computer with a built-in camera or external webcam and microphone connected to a reliable internet connection. Hiring managers or recruiters use different online platforms with video capabilities, such as Zoom, Microsoft Teams, or Skype, to conduct interviews. According to a survey, 75% of business executives interview leading candidates using real-time video, while 50% leverage it to narrow down their pool of candidates.

 

How to Prepare for a Virtual Interview

Here are six tips to help you get ready for your online interview:

1. Prepare in Advance

Always take time and prepare before the interview. Poor preparation can be a deal breaker if you have a weak internet connection, a disorganized background, or muffled or unclear audio.

2. Set Up and Test Your Tech

When you agree to participate in a virtual interview, assemble and test all the hardware and software you need. Connect your computer to a reliable internet connection and confirm that your microphone and webcam are working. Doing this will help ensure your meeting starts on time without any hiccups.

3. Pick an Appropriate Background

Your background could distract the person on the other end of the video call. A cluttered or messy room could send the wrong impression and possibly deter hiring managers from considering you for the position. Go for a blank wall or neutral background. Less is better in this instance.

Also, choose an area with minimal distractions and background noises. If you have kids or pets, keep them out of the line of sight. Communicate with your housemates in advance to ensure they will not cause interruptions during the interview.

4. Set up the Camera

Be mindful of your angle and proximity to the camera. Set up your webcam two feet away and level it above your eyes. You may need to set your laptop on a stack of books to achieve this. Your goal is to simulate a face-to-face conversation as much as possible.

Have a light source from the front to illuminate your face and avoid shadows. Take advantage of natural light and sit down facing a window or place a light source in front of you.

Most video call software has the capability to perform a test call. Do this before the interview to ensure you look and sound your best and make any necessary adjustments.

5. Wear Professional Attire

Even if you are at home, it is still best practice to dress as you would for an in-person interview. For men, consider a blazer, button-up shirt, and chinos. Women should opt for a professional top or dress. There are many reasons you could need to get up during an interview, don’t make the mistake of your bottom half not matching your top half!

6. Show Up on Time

Consider running a test call to a trusted friend to ensure your setup and connections function optimally. It buys you time to troubleshoot any issues before the interview begins.

To avoid starting things on the wrong note, show up on time just like you would with an in-person interview. Open the software a few minutes early to allow time to sort out any tech issues. But there is no need to be in the virtual ‘waiting room’ more than a few minutes early.

 

What to Do During a Virtual Interview

Here are the things you can do to optimize your virtual interview and make it successful:

1. Use Notes

Do your research in advance and write down a few questions to ask the hiring manager about the organization’s values, culture, and job description. Have a pen and notebook within reach to write down notes or any questions that arise, so you don’t forget to ask them when you have the chance.

2. Maintain Confidence

Your body language can convey a lot about you. Sit upright, smile, and focus on the camera instead of the computer screen. In case of an expected question, stay poised and take a moment to collect your thoughts before answering back. When interruptions happen, and you start talking over the interviewer, pause and smile and give the interviewer a chance to speak.

3. Make a Connection

Try to ask the interviewer about their day or their interests to detach them from their routine interview questions. It enables interviewers to make a connection with you that will help set you apart from other candidates.

4. Be Yourself

During a virtual interview, a physical disconnect makes it difficult for the recruiter to understand your enthusiasm on the screen. To compensate for this, be expressive when answering questions. Give the panel a reason to push you to the second interview by highlighting your potential and capabilities.

5. Follow-Up

Before you conclude the interview, request the interviewer’s email. Twenty-four hours after the interview, send a thank you email to your interviewer to express your gratitude for their time. That email also serves as an opportunity to ask any questions that have come up or reiterate any important points.

Proper preparation is critical when you want to ace a virtual interview. If you have any questions, our Lutz Talent team is here to help. Contact us with any questions!

ABOUT THE AUTHOR

Jana Stone

402.769.7057

jstone@lutz.us

LINKEDIN

JANA STONE + TALENT SOURCER

Jana Stone is a Talent Sourcer at Lutz Talent with over three years of recruiting experience. She is responsible for interviewing and placing candidates. Jana focuses on the accounting, finance, office administration, and human resources sectors.

AREAS OF FOCUS
  • Recruiting
  • Candidate Experience
  • Relationship Management
EDUCATIONAL BACKGROUND
  • BS in Communications and Biblical Studies, Grace University, Omaha, NE

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Sales & Use Tax for Medical & Dental Practices – FAQs

Sales & Use Tax for Medical & Dental Practices – FAQs

 

LUTZ BUSINESS INSIGHTS

 

Sales & Use Tax for Medical & Dental Practices – FAQs

MALI THRAMER, STAFF ACCOUNTANT
Sales and use tax can be a challenging world to navigate. Rules vary from state to state, and legislation can change annually, making the regulations difficult to keep up with. However, compliance with current legislation is vital, as mistakes can result in hefty fines and penalties. Medical and dental practices mainly provide medical services, so, understandably, sales tax may not be top of mind. But what if they sell medication? What about products purchased with the intent to sell to customers? We’ve listed some of the most frequently asked questions regarding sales and use tax for medical & dental practices so you can know what your practice is required to file.

1. Are medical & dental services taxable?

No. Medical & dental services are not subject to sales tax.

2. Are medications & other products I sell to my patients subject to sales tax?

Maybe. Sales of over-the-counter medications, hygiene products, vitamins/supplements, toothbrushes, at-home teeth whitening kits, etc., are taxable. You must collect sales tax from your patients when you sell these types of products. Sales of prescription medications, durable medical equipment, home medical supplies, mobility-enhancing equipment, oxygen & oxygen equipment, and prosthetic devices are generally exempt from sales tax.

3. Are sales of medical records taxable?

Yes. Sales tax must be collected on sales of medical records unless an exemption applies. There is an exemption for medical records sold to patients and exempt governmental agencies.

4. What is use tax?

Use tax is due when taxable goods or services are purchased, and the vendor did not charge sales tax. Generally, this occurs when items are purchased from out-of-state vendors online or through catalogs. However, local vendors don’t always charge sales tax correctly, so it’s important to review your purchases from all vendors to ensure that you paid all the necessary sales tax. 

5. What types of purchases require payment of sales/use tax?

Medical/dental equipment and tools, furniture, computers, office supplies, medical/dental supplies, lab equipment and supplies, etc., are all subject to tax. Certain services, installing and repairing tangible property, building cleaning and pest control services, are also subject to tax. If a vendor does not charge sales tax on these types of purchases, then use tax is due.

6. What types of products can I purchase tax-free?

Products you will resell to customers can be purchased tax-free (see examples in #2 above). Additionally, no tax is due on purchases of medications dispensed under a prescription, even when used by the physician or dentist while providing their services. Physicians & dentists can also purchase most types of prosthetic devices tax-free. Examples include eyeglasses, hearing aids, implanted devices, braces, dentures, dental filling materials, etc. Please see the following guides for further information. Nebraska Sales and Use Tax for Physicians Nebraska Sales and Use Tax for Dentists, Orthodontists, and Oral Surgeons Lutz is happy to help your healthcare organization with its sales and use tax reporting. Please contact us if you have any questions.   Disclaimer – This information is relevant to medical & dental practices in the State of Nebraska. If your business has locations outside of Nebraska, it is important to review the sales & use tax rules specific to those states.

ABOUT THE AUTHOR

Mali Thramer

402.778.7996

mathramer@lutz.us

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MALI THRAMER + STAFF ACCOUNTANT

Mali Thramer is a Staff Accountant at Lutz. She began her career in 2020. She is responsible for assisting clients with tax-related issues, from pursuing tax incentives to managing state tax audits.

AREAS OF FOCUS
  • State & Local Tax
  • Sales & Use Tax
  • Sales Tax Audit
  • Tax Incentives
EDUCATIONAL BACKGROUND
  • BSBA in Accounting, University of Nebraska, Omaha, NE
COMMUNITY SERVICE
  • Lutz Gives Back, Committee Member
THOUGHT LEADERSHIP
  • Sales & Use Tax for Medical & Dental Practices

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How Private Practices Use Bill.com to Automate Accounting Processes

How Private Practices Use Bill.com to Automate Accounting Processes

 

LUTZ BUSINESS INSIGHTS

 

How private practices use bill.com to automate accounting processes.

KATIE BLYCKER, Senior ACCOUNTANT

As a private practice owner, you face a lot of challenges balancing a demanding career while managing a business. Your patient’s needs are no doubt a top priority, but as an owner of a private practice, you must also pay attention to your financial processes. These are often time-consuming, meticulous tasks that can’t be rushed, and they’re essential to ensure your business runs smoothly. Your record-keeping needs to be accurate; bills must be paid on time, invoices need to be managed, and payroll is a recurring chore.

Luckily, there’s a tool that could make all this more manageable, and it’s called bill.com (BILL). This software provides a system to automate and streamline paying bills and accounting processes.

 

What is BILL?

BILL is a cloud-based software system designed to help you run your private practice more efficiently by automating part of your financial processes. Using ‘smart’ technology, such as machine learning and artificial intelligence, will enable you to complete daily banking and accounting tasks more quickly and accurately. It digitizes all types of business documents to enhance your record-keeping. You’ll also be able to customize its features and create a personalized system based on your business needs.

 

What are some of BILL’s helpful features?

If you’re still using paper checks and filing cabinets, BILL will help you leave manual processes in the past and embrace automation. Put technology to work for you—and tasks that were once time-consuming will seem effortless.

BILL offers access to various payment options, including electronic payments using PayPal, credit cards, ACH, or international wire transfers. You can also schedule automatic payments for recurring expenses, which means you’ll only need to enter invoice data once. By automating your financial workflow, you’ll tackle your business payment processes with ease.

BILL is known for its efficient bill-paying processes but has many other valuable features that will benefit a private practice. Automatic reminders for recurring bills or invoices ensure you never miss an important due date.

When you use BILL to digitize all your payments and invoices, you achieve greater speed and accuracy. You’ll also be able to store important documents in the cloud, which means you can access them from anywhere on any device.

Storing all your documents in the cloud is especially convenient if you’re looking for an old invoice, contract, or receipt because you’ll be able to find it with just a few clicks and then attach it to an invoice or client inquiry. And if you’re worried about security, rest assured—your documents are only accessible to designated authorized users.

Your BILL platform allows for different users to be set up with different access and capabilities. You can set up a user with the ability to enter or approve invoices but limit the ability to pay to select users. You can also set up controls so that invoices must be approved by a specific user before they can be paid.

BILL also has a mobile app so that you can review and manage payments or invoices from anywhere. And when you need to contact customer service for support, BILL makes this easy too. Its convenient “Chat” option will help solve any issue quickly.

 

How will BILL help your private practice?

BILL offers many customized solutions to deliver specific benefits and services for your business needs. It is compatible with some of the most popular accounting tools you may already use, such as QuickBooks. Its account syncing feature ensures all your data auto-syncs between various types of accounting software.

Additionally, BILL can update your client’s information automatically, which is especially useful for a private practice. BILL stores and syncs current addresses, phone numbers, emails, and payment records. All your financial records will be automatically updated regularly.

If you are already using the recommended Medical Group Management Association financial statement formatting, you can easily assign transactions a “Class” to be designated to a certain provider or location.

 

Reclaim Valuable Time 

The saying “time is money” certainly rings true when you own a private practice. Since BILL is a digital system that automates the accounts payable process by performing tasks electronically, managing payments will take half the time. Pay vendors with just a few clicks. 

BILL is a secure platform, so there’s no need to worry about your clients’ data or whether your banking information is safe. In addition, its many features will streamline your financial workflow—helping ensure your private practice remains profitable.

Ready to try BILL? Lutz’s Client Advisory Services team is here to help. Contact us if you have any questions.

ABOUT THE AUTHOR

Katie Blycker

402.514.0013

kblycker@lutz.us

LINKEDIN

KATIE BLYCKER + SENIOR ACCOUNTANT

Katie Blycker is a Senior Accountant at Lutz with over five years of experience in public accounting.  She provides healthcare consulting, as well as outsourced accounting services to clients with a focus on QuickBooks, tax, and payroll compliance.

AREAS OF FOCUS
  • Healthcare Accounting Consulting
  • Outsourced Accounting
  • Tax
  • Family Office Accounting
  • Payroll Compliance
  • QuickBooks Training
  • Financial Reporting, Budgeting & Forecasting
  • Provider Compensation Plans
  • Practice Benchmarking
  • Private Physician Practices
AFFILIATIONS AND CREDENTIALS
  • American Institute of Certified Public Accountants, Member
  • Nebraska Medical Group Management Association, Member
  • Nebraska Society of Certified Public Accountants, Member
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • MPA, University of Nebraska, Lincoln, NE
  • BSBA in Accounting, University of Nebraska, Lincoln, NE
COMMUNITY SERVICE
  • Lutz Gives Back

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The Decision Investors Must Get Right + Financial Market Update + 2.28.23

The Three-Year Anniversary of the Pandemic Selloff + Financial Market Update + 2.21.23

FINANCIAL MARKET UPDATE 2.21.2023

AUTHOR: JOSH JENKINS, CFA

STORY OF THE WEEK

THE THREE-YEAR ANNIVERSARY OF THE PANDEMIC SELLOFF

Three years ago this week, stocks reached their peak level before collapsing in the face of the global pandemic and the corresponding economic shutdowns. Over the course of just twenty-three trading days during the first quarter of 2020, the S&P 500 shed about 34% of its value. The episode marked the steepest loss since the Financial Crisis in 2008, with a pace of decline unparalleled in recent times.

The pandemic has not been the only major event over the last three years to roil the financial markets. Investors have also had to contend with the first war on European soil since World War II, the highest inflation rate in decades, and an aggressive Federal Reserve rapidly normalizing monetary policy, to name a few. Had an investor known in advance that all of these events were going to transpire, they might have rationally been hesitant to invest. Despite all these headwinds, however, the stock market has delivered a reasonable return over this period.

Source: Morningstar Direct. Stocks were represented by the S&P 500 TR USD Index, Bonds by the Bloomberg US Aggregate Bond TR USD Index, and Cash by the Bloomberg Treasury Bill 1-3 Month TR USD Index. Returns are annualized using daily data between 2/19/2020 and 2/17/2023. 

The recent market selloff, which has eased somewhat after falling as much as 25%, remains about 15% off prior highs. Given the degree of volatility that we have endured since the beginning of 2022, it may be surprising to see how well stocks have held up over the last three years.

Stock prices adjust daily to reflect all available information as well as expectations about the future. As real-time data and the market outlook deteriorates, stock prices decline. We experienced this last year as investors expected the Federal Reserve’s policy shift to slow the economy and potentially push it into a recession.

The repricing of stocks based on expectations occurs for a very important reason. In order to induce investors to take risk with their money, stocks must be priced so that their expected return exceeds that of a riskless asset like cash. As a result, the expected return for the stock market is always positive, regardless of how gloomy the future appears. At any given moment, the aggregate expectation of all investors is baked into the price. Of course, the future may turn out worse than expected, which could cause further declines. Similarly, the future could be better than expected, which could lead to a rapid recovery. It is certainly possible that the strong market performance thus far in 2023 has come from a brightening investor outlook.

The key takeaway here is that being a prudent investor does not require you to take action when the outlook deteriorates. The market adjusts stock prices to the changing environment faster and more accurately than any individual could hope to do alone. Since stocks are priced to a point that their future expected return is positive, investors can still hope to generate a reasonable return going forward, even when stocks are down and the future appears dour. Earning an 8%+ on stocks despite the substantial volatility of the last three years offers a great example of this. Those able to remain in their seats were rewarded for doing so.

WEEK IN REVIEW

  • A host of economic data reports from January have revealed an uptick in economic activity to start the year. Non-farm payrolls, service sector activity, retail sales and the Consumer Price Index (CPI), just to name a few, have all come in well above expectations. Some of this uptick may be attributable to seasonal adjustments. Still, hotter than expected economic activity has led the market to price in the potential for two additional 0.25% rate hikes in 2023 relative to what was expected at the end of last year.
  • According to FactSet, 82% of S&P 500 companies have reported earnings as of last Friday. The forecasted growth rate blended with actual results from companies that have already reported is now -4.7% year-over-year. The expected earnings growth rate as of 12/31/2022 was -3.2%, which implies earnings season has been worse than expected thus far. Earnings growth is what ultimately fuels appreciation in the stock market. Although returns have been strong in 2023 thus far, companies will need to return to positive earnings growth to justify continued market gains.
  • Economic data scheduled to be published this week include the minutes for the February 1st FOMC meeting due Wednesday, jobless claims and the first Q4 GDP revision on Thursday, and the Personal Consumption Expenditures (PCE), personal income and consumer spending on Friday.

ECONOMIC CALENDAR

Source: MarketWatch

HOT READS

Markets

  • Retail Sales Jump 3% in January, Smashing Expectations Despite Inflation Increase (CNBC)
  • Inflation Rose 0.5% in January, more than expected and up 6.4% from a year ago (CNBC)
  • US Households Lifting Economy After Being Stung by Inflation last Year (WSJ)

Investing

Other

  • How Google Ran Out of Ideas (The Atlantic)
  • Pickleball May Not Translate Well to TV (NY Mag)
  • Golf Course Living Is Paradise – Except for the 651 Balls Pelting Your House and Yard (WSJ)

MARKETS AT A GLANCE

Source: Morningstar Direct.

Source: Morningstar Direct.

Source: Treasury.gov

Source: Treasury.gov

Source: FRED Database & ICE Benchmark Administration Limited (IBA)

Source: FRED Database & ICE Benchmark Administration Limited (IBA)

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ABOUT THE AUTHOR

402.763.2967

jjenkins@lutz.us

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JOSH JENKINS, CFA + CHIEF INVESTMENT OFFICER, PRINCIPAL

Josh Jenkins is a Chief Investment Officer and Principal at Lutz Financial. With 12+ years of relevant experience, he leads the Investment Committee and specializes in assisting clients with portfolio construction, asset allocation, and investment risk management. He is also responsible for portfolio trading, research and thought leadership, and the division's analytics and operational efficiency. He lives in Omaha, NE.

AREAS OF FOCUS
  • Asset Allocation
  • Portfolio Management
  • Research & Data Analytics
  • Trading Team Oversight
AFFILIATIONS AND CREDENTIALS
  • Chartered Financial Analyst®
  • Chartered Financial Analyst Institute, Member
  • Chartered Financial Analyst Society of Nebraska, Member
EDUCATIONAL BACKGROUND
  • BSBA, University of Nebraska, Lincoln, NE

P: 402.827.2300 | F: 402.827.2319 | E: contact@lutzfinancial.com | 13616 California Street | Suite 200 | Omaha, NE 68154

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FORM CRS RELATIONSHIP SUMMARY

March Retirement Plan Newsletter 2023

February Retirement Plan Newsletter 2023

 

LUTZ BUSINESS INSIGHTS

 

PUBLISHED: FEBRUARY 20, 2023

FEBRUARY RETIREMENT PLAN NEWSLETTER

OFFBOARDING YOUR EMPLOYEES FROM YOUR 401(K) PLAN

A full two-thirds of employees don’t receive guidance on managing their retirement plan benefit while offboarding. Leaving 401(k) or 403(b) balances behind can result in orphaned accounts that sit unmonitored and unmanaged by participants for years — as opposed to remaining an active part of their retirement planning.

But this type of neglect can also hurt organizations, which are required to continue servicing such accounts — and pay for those services. And a fiduciary’s obligations can increase significantly should a participant eventually “go missing.” While there are reasons an organization may prefer retaining past employees’ funds, such as access to lower fees for larger plans, it’s nonetheless important to advise participants appropriately about managing their retirement accounts upon termination for reasons you may not have even considered.

 

Offboarding Options

In 2021, the average amount of money left behind in 401(k) accounts by former employees was more than $55,000, and the total amount of neglected funds across the U.S. exceeded $1.35 trillion. While there are reasons a departing employee might choose to leave their money in an old retirement plan (such as lower fees, better creditor protection or access to advisory services), it also happens when they don’t realize that the funds can be rolled into an IRA or another employee-sponsored plan.

Others may be confused about how to begin the process of moving their money to a new retirement account and don’t want to risk a misstep. And some offboarding employees mistakenly view their retirement plan funds as “free money” when they leave a company and seek a termination withdrawal — not realizing the hefty penalties they’ll face.

 

Have a Retirement Benefit Offboarding Plan

The rise in popularity of auto-enrollment may increase the number of retirement accounts that fall under participants’ radar over time. A strong offboarding protocol should include a clear set of guidelines for accessing, managing and transferring 401(k) balances, including contact information for plan sponsors and fiduciaries as well as an overview of benefits. It may also be helpful to provide a summary statement of account balances.

 

The Relationship Continues

Guiding former employees toward better management of their retirement benefits isn’t just a way to make sure they get their money — and get you off the hook. Care and attention to this important aspect of employee benefits at the conclusion of their tenure can leave a lasting impression on someone you’ve forged a relationship with for years.

The relationships we build don’t simply dissolve when employment changes, and demonstrating continuing concern for workers’ financial well-being as they exit can help cement your organization’s reputation — and even help attract future talent. Show your employees you continue to value the investment they’ve made in your organization — and not just in their retirement account — by assisting them during this critical time.

 

Sources:
https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/ebsa-clarifies-obligations-to-missing-retirement-plan-participants.aspx
https://401kspecialistmag.com/401k-advice-a-key-part-of-offboarding-process/
https://www.aarp.org/retirement/planning-for-retirement/info-2022/find-forgotten-401k-and-other-money.html#:~:text=How%20would%20you%20like%20to,their%20employer%2Dsponsored%20retirement%20assets.   

THREE RISK CONSIDERATIONS FOR UTILIZING RETIREMENT ASSETS

Various solutions exist to reinforce retirees’ ability to manage the drawdown of the wealth and effectively use their assets and maintain a comfortable standard of living. The portfolio management can be guided and informed by plan sponsor, but the participant has some key considerations regarding longevity and liquidity risks. Below, we break down these areas and provide a piece of communication for you to share with your participants to get them thinking their long-term plans for prudent utilization of the retirement assets.

 

Investment Risk

To support participants and help provide retirement income, there must be diversified portfolios (through lifecycle) alongside prudent investment management. Managing the risk level of their portfolio in retirement is a very important step.

If the risk is too high, they may end up in a market downturn that could be deleterious to their assets. Conversely, if they de-risk excessively, they might not have the ability to grow their assets for the length of time that they need to. Many personal advisors would recommend an equity exposure at about half of assets or less. But this will vary based on a participant’s personal financial situation and risk tolerance.

 

Longevity Risk

Given that life expectancy continues to expand, participants will periodically want to reevaluate their risk level. This evaluation should be commensurate to the retiree’s age and health conditions (and maybe even hobby engagement, in case they plan to do a lot of skydiving or mountain biking in retirement). Every stage may carry some different risk, so it’s worthwhile to set a yearly calendar reminder to think about longevity risk.

 

Liquidity Risk

Liquidity risk deals with a participant’s immediate access to cash. Some investment products are not immediately able to be turned into liquid assets—or they cannot be liquidated without a financial penalty—and this can restrict participants’ access to their wealth and cause some stress. When retirees have investments, some of them are easy to turn into cash and some are not. Typically, the majority of investments in a 401(k) menu are mutual funds, which are liquid. The only nonliquid component in a 401(k) plan is either a fixed income portfolio or an annuity, which makes liquidity risk less of a factor in 401(k) programs than in outside portfolios because of the different types of possible investments.

We stand ready to take a deeper dive into risk consideration and management at any time you feel the need. We hope you find the attached communication useful for passing along to your participants to help them think about how they can feel confident and educated when it comes to considering risk and managing their retirement income

FOUR PLAN DESIGN FEATURES TO HELP YOU ATTRACT AND RETAIN TALENT

According to Morgan Stanley at Work’s September Plan Sponsor Research Results, plan design is a fast-rising differentiator that’s driving employee enrollment and supporting talent strategy in many companies.

401(k) plans remain a strong essential workplace benefit, as you well know. As plan sponsors see other benefits evolving to meet the more complex scenarios presented by the changing economic climate, they are emphasizing the need for a competitive plan with a range of features to meet the evolving financial needs of a diverse workforce.

So what exactly does that look like? What range of features can make your 401(k) plan stand out among other retirement benefits that might entice your top talent to stick around?

1. The plan design.

Employees are more likely to participate when the plan shows evident strategy and thoughtfulness in its design. Features such as match, profit sharing, and Roth encourage enrollment because it allows a participant to feel closer to their entire paycheck.

 

2. The match amount.

If you’re matching 5% or more, you’re going to see significantly higher participation rates. If you’re matching at 3%, it can still feel like a warm benefit. 2% and below feels a little like the company could take it or leave it, and that will be how the participant feels about the benefit—and possibly their long-term status at the company.

 

3. The auto features.

Autoenrollment points them to the benefit. Automatic employer contribution increases the value of the benefit. Automatic escalation raises awareness about the power of savings (and compounding). Automatic re-enrollment reminds them of the benefit in case they waived contributions early on and might like to reconsider after becoming more established in the company.

 

4. The education.

How do you feel about your education program? Do participants have access to an advisor? When there is a financial advisor available and involved, participation goes way up.

Morgan Stanley at Work’s full Plan Sponsor Research Results 2022 is chock full of insightful charts and data that can give you more ideas on how your plan design can boost your attraction and retention rates.

We’d love to hear how you’re feeling about your plan design and how we can work together to make it a stellar part of your talent strategy.

 

Sources:
https://www.napa-net.org/news-info/daily-news/plan-sponsors-prioritizing-401k-plan-design-part-talent-strategy 
https://www.morganstanley.com/content/dam/msdotcom/atwork/pdfs/plan-sponsor-research-results.pdf 

PARTICIPANT CORNER: THE IMPORTANCE OF NAMING A BENEFICIARY

Do you know what will happen to your retirement savings if you were to pass away? Here are some things you should know about naming beneficiaries that could save your loved ones’ time, money and frustration.

Facts about beneficiary designations

48% of people don’t have a named beneficiary.¹ Generally, if you are married, your retirement account will automatically go to your spouse. If you plan on leaving money with your children or another person, your spouse would need to sign off on the change. If you are single, your savings becomes a part of your estate. This means the courts will decide how your estate is distributed. Keep in mind that this process can be long and expensive process for your grieving loved one.  

Types of beneficiaries

Primary, Contingent, and Charities can be chosen as beneficiaries.
  • Primary: This is a person/entity you designate as first in line to inherit your assets. More than one can be named.
  • Contingent: This is your backup to your primary beneficiary. If your primary beneficiary has passed away prior to your death, the contingent will be next to receive the specified share of your account.
  • Charities: Charitable organizations can be listed as primary or contingent beneficiaries, although they must have the legal ability to accept your assets. Information on the charity will be needed as well as knowing the charity’s instrutions on who should be the contact person.
 

Wills

While a will can be a great estate-planning tool, this doesn’t cover your retirement assets. Naming your beneficiary designations in your retirement plan would help your loved ones avoid more paperwork and stress.  

Life changes

You should review your beneficiary designations when you have life changes, like marriage, divorce, children, or death, in the family. We suggest reviewing your beneficiary designation annually.  

Minors

If you designate a minor/child, nominate a custodian to manage the money with you/your beneficiary’s interest. You can designate your beneficiary in a matter of minutes To designate your beneficiary online, sign in to your 401(k) account on your provider’s website. Locate the beneficiary section and add or update your beneficiary. If you are married and opt not to designate your spouse, additional signatures may be required.   Sources: 1 Fidelity analysis of 18.9M active plan participants with a balance as of November 2021. Beneficiary Flyer; Transamerica, June 2022 

DISCLOSURE INFORMATION

Please remember that past performance may not be indicative of future results.  Different types of investments involve varying degrees of risk, and there can be no assurance that the future performance of any specific investment, investment strategy, or product (including the investments and/or investment strategies recommended or undertaken by Lutz Financial (“Lutz”), or any non-investment related content, made reference to directly or indirectly in this newsletter will be profitable, equal any corresponding indicated historical performance level(s), be suitable for your portfolio or individual situation, or prove successful.  Due to various factors, including changing market conditions and/or applicable laws, the content may no longer be reflective of current opinions or positions. Moreover, you should not assume that any discussion or information contained in this newsletter serves as the receipt of, or as a substitute for, personalized investment advice from Lutz.  To the extent that a reader has any questions regarding the applicability of any specific issue discussed above to his/her individual situation, he/she is encouraged to consult with the professional advisor of his/her choosing.  Lutz is neither a law firm nor a certified public accounting firm and no portion of the newsletter content should be construed as legal or accounting advice.  A copy of the Lutz’s current written disclosure Brochure discussing our advisory services and fees is available upon request. Please Note: If you are a Lutz client, please remember to contact Lutz, in writing, if there are any changes in your personal/financial situation or investment objectives for the purpose of reviewing/evaluating/revising our previous recommendations and/or services, or if you would like to impose, add, or to modify any reasonable restrictions to our investment advisory services. Lutz shall continue to rely on the accuracy of information that you have provided.

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Inventory Valuation Methods for Manufacturing Entities

Inventory Valuation Methods for Manufacturing Entities

 

LUTZ BUSINESS INSIGHTS

 

Inventory valuation methods for manufacturing entites

jeff paesl, audit manager

The selection of an inventory valuation method can be a major decision for a manufacturing entity. Generally accepted accounting practices (GAAP) identify four common inventory valuation methods, including:

  • Last in, First Out (LIFO)
  • First in, First Out (FIFO)
  • Weighted Average Cost (WAC)
  • Specific Identification (SE)

Inventory value impacts cost of goods sold, taxable income, and profitability. That’s why manufacturers should understand the valuation method being used for accounting purposes. Once a method is in place, a manufacturing entity must ask the IRS for permission to change methods, which is never a simple or fast process.

 

LAST IN, FIRST OUT (LIFO)

LIFO assumes that the most recent items brought into inventory are the first items sold. Take, for example, the automotive or computer industries. The latest car model, smartphone, or laptop are more likely to be the first sold. People want this year’s car model or the fastest laptop with a just-released processor. Implementing LIFO could reduce a manufacturing company’s taxable income; however, LIFO is only applicable within the United States as it is not recognized by the International Financial Reporting Standards (IFRS) as an accepted valuation method.

Using LIFO keeps the revenue from goods sold closer to the expense of the item. For example, manufacturing costs $100.00 per item, but last year the cost was $90.00. The price for the item has remained steady at $125.00 for both years. The $10.00 difference changed the profitability from $35.00 for the last year to $25.00 for the current year. 

LIFO is an excellent strategy during inflationary periods because it reduces taxable income as prices increase. It is especially beneficial for manufacturers that experience rising costs for labor and materials as it keeps the cost of goods sold (COGS) close to the production costs.

 

FIRST IN, FIRST OUT (FIFO)

FIFO assumes the first items into inventory are the first items sold. It is the most common inventory valuation method because of its simplicity. The method facilitates cost-flow assumptions when moving products from inventory to COGS. FIFO lowers taxable income when prices fall. 

In general, the price of goods increases from year to year. That means that FIFO valuation shows a higher financial value for inventory with a lower COGS. These conditions result in greater gross profits but also higher taxable income. The FIFO method can help smaller manufacturing entities that struggle with cash flow when trying to secure short-term funding.

If the lag time between sale and payment is significant, manufacturers may need a revolving line of credit to help with cash flow. These are short-term, usually a year or less. Typically, the amount borrowed cannot exceed 80% to 90% of inventory less than 180 days old. Increasing inventory value increases the amount available for borrowing.

FIFO may not be the best valuation method for every manufacturer. In volatile environments, prices for raw materials and finished goods can change rapidly, especially during inflationary periods. Higher prices result in added taxable income.

 

WEIGHTED AVERAGE COST (WAC)

Manufacturers with multiple product lines may find WAC is a better method to establish an inventory value across all manufacturing. The WAC method uses a weighted average to determine what funds fall under COGS versus inventory. While WAC simplifies inventory valuation, it does not provide the actual costs associated with each product line. A weighted average is the total cost of goods produced divided by the units available for sale. It does not correlate inventory with cash flow.

Taxable income under the WAC method usually falls between the LIFO and FIFO value for the same inventory. In general, WAC provides a more accurate financial picture across an enterprise with numerous products because it standardizes expenses associated with COGS. Consistent evaluation criteria make it easier to identify trends in inventory value and can help minimize the impact of market changes on taxable income. However, it lacks the specificity that some manufacturers need for tracking costs per product line.

For companies that need strict inventory controls, WAC may not be the appropriate valuation method. WAC simplifies the valuation process while reducing the impact LIFO or FIFO may have on taxable income; however, it may not deliver the detail required for high-value or unique product lines. In most situations, WAC evaluations can be calculated with minimal record-keeping.

 

Specific Identification (SE)

SE may appear to be a labor-intensive method of inventory valuation; however, inventory management systems can help ease the burden of tracking the cost of each inventory item. The SE method requires that each item and its price are recorded and then added together to determine the cost of inventory. This method is useful for manufacturers that produce complex or custom items for purchase or use similar components across multiple product lines.

For example, circuit board manufacturers need SE inventory valuation because of the diverse number of components used to deliver a single circuit board. When the price of a single component such as a microchip increases dramatically, companies need data on how that increase impacts production costs and product pricing. The WAC method could disguise the chip price increase if other components’ costs decline to offset the increase. Per-component pricing provides a more accurate picture that can minimize taxable income.

 

Getting Help

Knowing the best inventory valuation method for your manufacturing business helps make the right decisions. Although you cannot control the market for your products, you can control the variables used to determine inventory valuation. Working with our experienced team of experts can help you select the right inventory valuation method to achieve your goals. Contact us to learn how we can help or visit our website to learn more about our manufacturing accounting services.

ABOUT THE AUTHOR

402.827.2041

jpaesl@lutz.us

LINKEDIN

JEFF PAESL + AUDIT MANAGER

Jeff Paesl is an Audit Manager at Lutz with over ten years of accounting, auditing, and consulting experience. He specializes in providing accounting, auditing, and consulting services for privately held companies and state and local governments.

AREAS OF FOCUS
AFFILIATIONS AND CREDENTIALS
  • American Institute of Certified Public Accountants, Member
  • Nebraska Society of Certified Public Accountants, Member
  • 2015 AICPA Leadership Academy, Graduate
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • BSBA in Accounting and Finance, University of Nebraska, Lincoln, NE

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Tax Benefits of Owning a Home

Tax Benefits of Owning a Home

 

LUTZ BUSINESS INSIGHTS

 

Tax benefits of owning a home

ANSEL UERLING, STAFF ACCOUNTANT
INTERN: CLAIRE DONAHOE

When you consider buying a home, you may be overwhelmed by the costs involved. In addition to the purchase price, you are responsible for mortgage interest, real estate taxes, closing costs and any necessary home improvements. While buying a home is a big decision and one of the most significant investments decisions you will make, there are many tax benefits you could take advantage of. Below you will find a detailed explanation of the tax benefits you should look out for as a homeowner. 

There is a notable distinction between a tax deduction and a tax credit, as these are often confused. A tax deduction lowers your taxable income, whereas a tax credit reduces your tax liability (the amount of tax you owe). The tax deductions listed are only available if you itemize deductions on your Schedule A (Form 1040). You cannot apply these deductions if you opt to take the standard deduction. Read more on the distinction between the standard and itemized deductions here. When assessing these tax benefits, consider which items are deductions and credits. 

 

TAX DEDUCTIONS

There are many different tax deductions that individuals can claim to reduce their tax liability. Some of the most common deductions include charitable donations, medical expenses and home office expenses. Additionally, there are several itemized deductions available for homeowners. 

Real estate taxes

State and local real estate taxes are deductible on your federal income tax return on Schedule A. However, only some people can deduct the total amount of real estate taxes paid during the year. The Tax Cuts and Jobs Act of 2017 limited the State and Local Tax (SALT) deduction to $10,000 for single taxpayers and married couples filing jointly ($5,000 for married taxpayers filing separately). Therefore, you can only deduct $10,000 of state and local taxes paid, including income, sales and property tax.

For example, if you paid $6,000 in state income taxes and $8,000 in real estate taxes, you can only deduct $10,000 on your tax return even though you paid $14,000 in state and local taxes.

Mortgage Interest

The mortgage interest deduction is one of the most popular tax deductions and allows homeowners to deduct the interest they pay on their mortgage from their taxable income. However, it’s important to note that you can only deduct the interest expense, not the mortgage principal payment. To take advantage of this deduction, you will need to review box 1 of Form 1098, which you should receive from your mortgage lender if you paid more than $600 in mortgage interest during the year. If you paid less than $600 in mortgage interest, you wouldn’t receive a Form 1098, but you can still deduct your mortgage interest by attaching a statement to your tax return.

It’s important to note that you can only deduct mortgage interest on the first $750,000 ($375,000 if married filing separately) of indebtedness.

Mortgage Points

Mortgage points, also known as loan origination fees or loan discounts, are fees paid to the lender at closing to lower the interest rate on the loan. One point equals one percent of the loan amount. If you itemize your deductions on Schedule A, you may be able to deduct the mortgage points paid on your home mortgage. To deduct mortgage points, you must pay the points in cash when you get the loan and use the loan to buy or build your main home. The number of points reported on Form 1098 should be included on line 8a of Schedule A. You can deduct the total amount of points paid in the year of purchase if you meet all three of the following requirements:

  1. You pay cash when you get the loan.
  2. You use the loan to buy or build your main home.
  3. The settlement statement correctly reports how many points were paid.

If you do not meet these requirements, you may have to spread the deduction for mortgage points over the life of the loan. For more information, see IRS Publication 936, Home Mortgage Interest Deduction.

Medical Home Improvements 

If you’ve made any improvements to your home and their primary purpose is medical care for you, your spouse, or your dependents, you may be able to deduct those expenses come tax time. Improvements can include widening doorways or adding railings and ramps. Not only can these updates help make day-to-day life easier, but they can also increase the tax basis of your home. However, there are limitations on how much you can deduct. According to Schedule A lines 1-4, you can only deduct the amount that the medical home improvement expenses exceed 7.5% of your AGI (adjusted gross income). Keep track of all improvement costs and paperwork to deduct all possible expenses.

Selling a Home

When it comes time to sell a home, you may think you’ll have to pay tax on a large gain if you are able to sell it for a higher price than you paid for it. Usually, that isn’t the case. If you owned and lived in the home for a total of two of the five years before the sale, then $500,000 of the gain is tax-free ($250,000 if filing single). If your profit exceeds the $500,000 limit (or $250,000), then the excess needs to be reported as a capital gain on Schedule D of your Form 1040.

 

TAX CREDITS

A tax credit is a dollar-for-dollar reduction in the taxes you owe and can be claimed regardless of whether you itemize your deductions or take the standard deduction. There are two types of tax credits: refundable and nonrefundable. A refundable tax credit can be refunded even if you don’t owe any taxes. A nonrefundable tax credit can only reduce your tax liability to zero. There are many different tax credits available that can save you significant money on your taxes. Be sure to research the various available tax credits to see if any apply to you.

Residential Energy Efficient Property Credit

The Residential Energy Efficient Property Credit is a popular incentive for homeowners to install certain energy-efficient insulation, windows, doors, roofing, and similar energy-saving improvements. For the tax year 2022, the credit is worth 10% of the costs of installing these upgrades with a lifetime limit of $500. However, starting in 2023, due to the Inflation Reduction Act, the credit will equal 30% of the costs for all eligible home improvements made during the year, and the lifetime limit will be replaced by a $1,200 annual limit. If you spread out your qualifying home projects, you can claim the maximum credit each year. You’ll need to file Form 5695 with your tax return to claim the credit. 

Mortgage Interest Credit

A mortgage interest credit allows you to claim a federal tax credit for a portion of the interest you pay on your mortgage. To be eligible, you must have a qualified mortgage credit certificate issued by a state or local government agency under a qualified mortgage credit certificate program. You must also file Form 8396 with your tax return to claim it. The amount of the credit is typically based on the interest you paid during the year, and it can help to offset some of the costs of owning a home. If you think you may be eligible, consult your tax advisor to see if you meet the requirements.

 

BOTTOM LINE

There are several deductions and credits available to homeowners, but certain limitations may prevent you from taking advantage of each. Calculating these tax benefits can significantly impact the actual annual cost of owning a home, so take note before you sign on the dotted line and get the keys to your new place. Our tax team is here to help. Contact us with any questions.

ABOUT THE AUTHOR

Ansel Uerling

531.500.2024

auerling@lutz.us

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115 CANOPY STREET

SUITE 200

LINCOLN, NE 68508

ANSEL UERLING + STAFF ACCOUNTANT

Ansel Uerling is a Staff Accountant at Lutz. He began his career in 2019. He provides tax consulting and compliance services for clients with a focus on individual and business income tax.

AREAS OF FOCUS
  • Tax
  • Accounting Consulting
EDUCATIONAL BACKGROUND
  • BSBA in Accounting, University of Nebraska, Lincoln, NE
THOUGHT LEADERSHIP
  • Tax Benefits of Owning a Home

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Side Hustles and their Tax Implications

Side Hustles and their Tax Implications

 

LUTZ BUSINESS INSIGHTS

 

Side hustles and their tax implications

TY BARDSLEY, Senior accountant
Intern: Michael Monico

Whether you have a hobby or passion that grows into a full-blown business venture or want extra cash, side hustles are a great way to earn additional income. Recent studies suggest that about 69.8 million Americans are involved in side gigs in one way or another. Consequently, the studies show that one in three full-time workers have side gigs, and almost half of the side hustles are owned by millennials looking for alternative sources of income.

Although side hustles are a great way of earning extra income to pay off some debt or go on vacation, you still need to account for and pay taxes on money earned lest you get fined by the government. If any of your gigs makes over $400, you must report that income on your Form 1040. While avoiding taxes is not an option, running your own business allows you several tax benefits unavailable to full-time workers. Self-employment affords you tax breaks, credits, and deductions that significantly reduce your tax burden, thus leaving more money at your disposal for personal use and reinvestment. Here are four ways a side hustle can implicate your taxes.

 

1. Business Meal Costs and Travel Expenses

With a side gig, you can deduct 100 percent of your meals if they are directly related to the business (50% in 2023). These include meals with vendors, customers, etc. You can also deduct 100 percent of the travel expenses like hotel, airfare, car rental, uber and parking. These are tax benefits that are unique to self-employed individuals and businesses, and they are worth taking advantage of.

 

2. Deduct Classes, Seminars, and Subscriptions

It is important to note that costs related to your professional development can help you improve your business and be deducted from your taxes. These costs include class registration fees, seminar costs and membership dues. Books, magazines, and online subscriptions can also qualify as deductions.

 

3. Qualifying Business Income (QBI) Deduction

As a self-employed individual, you may be eligible for the Qualifying Business Income (QBI) deduction created by the Tax Cuts and Jobs Act of 2017. This type of deduction can amount to 20 percent of the income earned from the side hustle. However, the QBI deduction may be subject to various limitations depending on the type of trade or business and your total income. Limitations can be driven from the amount of W-2 wages paid by the qualified business or trade, and the unadjusted basis immediately after acquisition (UBIA) of qualified property of the qualified business or trade.

 

4. Home Office Deduction

While generally full-time employees cannot claim the home office deduction, self-employed workers and small business owners may be eligible. To qualify for a home office deduction, you must meet these two requirements:

Use the space regularly and exclusively

The portion of your house that you use for the side gig must be used regularly and exclusively for business purposes. Whether it’s an apartment, a home, a mobile house, a condo, a garage, a boat, or a workshop, they all qualify.

The space acts as the principal place of business

The home office must also be your business’s headquarters. It can be where you meet customers regularly, and no other location is used to perform these duties.

 

The Bottom Line

While starting a side gig has its challenges, its monetary benefits can make it worthwhile. A side hustle will provide you with extra income and may grow into a full-time job if you work to make it thrive. If you are serious about establishing a side hustle, be sure to review and take advantage of these tax benefits. Contact us today if you have any questions or learn more about our tax services.

ABOUT THE AUTHOR

531.500.2020

tbardsley@lutz.us

LINKEDIN

115 CANOPY STREET

SUITE 200

LINCOLN, NE 68508

TY BARDSLEY + SENIOR ACCOUNTANT

Ty Bardsley is a Senior Accountant at Lutz. He is responsible for preparing individual and business income tax returns, as well as providing general accounting assistance to clients in a variety of industries.

AREAS OF FOCUS
  • Tax
  • Accounting & Consulting
EDUCATIONAL BACKGROUND
  • BS in Accounting, Nebraska Wesleyan University, Lincoln, NE

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Nebraska Taxes for Nonprofit Organizations

Nebraska Taxes for Nonprofit Organizations

 

LUTZ BUSINESS INSIGHTS

 

Nebraska Taxes for Nonprofit Organizations

LINDSAY ROUSE, tax manager

Although charities and other types of nonprofit organizations are generally exempt from federal income tax, they may be subject to various state taxes. Below is a summary of taxes that may apply to nonprofit organizations in Nebraska.

Business Income Tax

  • Organizations exempt from federal income tax are also exempt from Nebraska income tax.
  • Federal returns must be filed annually, but no separate Nebraska return is due in most cases.
  • An exception to this general rule is for organizations with unrelated business taxable income (UBTI) that file Form 990-T for Federal purposes. These organizations must also file a Nebraska return (Form 1120N for corporations or Form 1041N for trusts) and would be subject to Nebraska income tax on their Federally-taxable unrelated business income.

Payroll Tax

  • Nonprofit organizations are usually subject to both federal & state payroll taxes.
  • Nebraska does offer an exemption from state unemployment tax (SUTA) to small 501(c)(3) organizations that have three or fewer employees.

Sales & Use Tax

  • Most nonprofit organizations are not exempt from sales & use tax in Nebraska.
  • Purchases made by churches, schools, hospitals, and government agencies are generally exempt.
    • These organizations must apply for the exemption by submitting Form 4 to the Nebraska Department of Revenue.
    • All other nonprofit organizations must pay sales tax when purchasing taxable goods or services. If a vendor does not charge sales tax, the organization is liable for reporting and paying use tax.
  • Sales made by nonprofit organizations are commonly not exempt from tax. These organizations must collect & remit sales tax on their sales of taxable goods & services.
  • Fundraising events are often subject to sales tax.
    • Selling tickets to an event is a taxable admission. If any portion of the ticket price is considered a donation for federal tax purposes, that portion is not subject to sales tax.
    • Silent auctions are also subject to sales tax. The organization must collect and remit tax on any taxable products or services sold at auction.

Property Tax

  • Property tax exemptions (for both real estate tax and personal property tax) are available to the following types of nonprofit organizations in Nebraska:
    • Agricultural & Horticultural Societies
    • Educational Organizations
    • Religious Organizations
    • Charitable Organizations
    • Cemetery Organizations
  • Qualifying organizations must generally file an annual exemption application Form 451 (or Form 451A for reaffirmation) with the county assessor by December 31st each year.
  • Qualifying organizations may also be exempt from paying motor vehicle tax. Form 457 must be filed with the county treasurer in the county where the vehicle is located. This form is due annually in the month the vehicle registration is due.
  • Organizations that own real and tangible personal property, and do not qualify for the exemption (or have not applied for the exemption), are subject to property taxes.
    • Real property is assessed by the county assessor in the county where the property is located. The property value is determined annually by the assessor. No forms/returns are required to be filed by the taxpayer.
    • Most depreciable tangible property is subject to personal property tax. This includes items such as computers, equipment, office furniture, etc. It does not include inventory, livestock, intangible assets or vehicles. Taxpayers must file Personal Property Tax Returns annually with the county assessor in the county where the property is located.
    • Personal Property Tax Returns are due by May 1st each year, and failure to file timely will result in a penalty of up to 25% of the assessed tax due.

Charitable Gaming

  • Nonprofit organizations may be required to register for a license/permit and remit taxes on revenue from bingo, keno, pickle cards, lotteries and raffles.
  • Gaming is a heavily regulated industry, so it is crucial to follow all federal and state laws when engaging in these activities.

Please contact us or reach out to your Lutz representative with any questions. You can also learn more about our State and Local Tax and nonprofit services.

ABOUT THE AUTHOR

402.827.2088

lrouse@lutz.us

LINKEDIN

LINDSAY ROUSE + TAX MANAGER

Lindsay Rouse is a Tax Manager at Lutz with over 15 years of experience in taxation. She specializes in all areas of state and local tax, audit defense and sales and use tax consulting.

AREAS OF FOCUS
AFFILIATIONS AND CREDENTIALS
  • American Institute of Certified Public Accountants, Member
  • Nebraska Society of Certified Public Accountants, Member
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • BSBA in Accounting, Finance, and Banking, University of Nebraska, Omaha, NE
COMMUNITY SERVICE
  • Pine Creek PTO, Treasurer

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Important KPIs for Nonprofit Organizations

Important KPIs for Nonprofit Organizations

 

LUTZ BUSINESS INSIGHTS

 

Important KPIs for nonprofit organizations

KATIE BYRD, AUDIT DIRECTOR

The goal of many nonprofit organizations is to improve the quality of life by providing help or resources to a specific group. Certain nonprofit-specific key performance indicators (KPIs) can help nonprofits focus on their goals. KPIs allow organizations to make informed decisions and measure the outcomes of those decisions.

 

What are Nonprofit KPIs?

A key performance indicator (KPI) is a metric that measures the success of an organization. It is a numerical value compared with other data points to determine progress towards achieving specific goals. There are several KPIs to measure different aspects of a nonprofit organization.

 

Types of Nonprofit KPIs

1. Financial KPIs

Although nonprofits do not make a profit for owners or shareholders, they still have financial obligations that need to be considered. Examining financial KPIs ensures that the nonprofit is on the right track with its finances. The financial KPIs include:

Fundraising Return on Investment (ROI)

Fundraising ROI = (Total revenue – total expenses) / total expenses

This metric evaluates the expenses incurred organizing a fundraiser against the revenue raised from that fundraiser. A negative fundraising ROI implies a loss, while a positive value implies a gain.

Most nonprofits have limited staff and resources; therefore, the fundraising ROI can help an organization understand if its fundraising budget and resources are being used efficiently to obtain contributions and other support.

Program Efficiency Ratio

Program efficiency ratio = program expenses / total expenses

The program efficiency ratio examines how well the organization is achieving its mission. The indicator is calculated by dividing the program expenses by the total expenses. A higher ratio means the nonprofit can comfortably cater to its program expenses. Typically, a healthy nonprofit has a program efficiency ratio of 75% or higher; however, this can vary based on the type of nonprofit. This ratio is important to many current and potential donors as it indicates how much of the organization’s resources are being used to directly support its mission.

Liquidity

Liquidity = Current assets – current liabilities

Liquidity is the ability of the organization to get cash whenever needed. It is also called working capital or operating reserve. This KPI assesses the amount of money available in the organization. When evaluating liquidity, it is crucial to consider the cash conversion cycle. Low or negative liquidity may indicate the organization does not have sufficient assets to cover its upcoming financial obligations. It is typically recommended to maintain an operating reserve to cover at least 25% of the annual operating budget.

Gifts Secured

Gift secured refers to the number of gifts your nonprofit received over time. The standard time for evaluating gifts secured is annual; however, an organization can also evaluate monthly, quarterly, etc. You can analyze this KPI more effectively by segmenting your donors. To calculate, add the total amount of gifts received in a specified period.

 

2. Marketing KPIs

Nonprofit organizations rely on donors to raise revenue. Therefore, these organizations require aggressive marketing strategies to attract donations. Marketing KPIs help track the success of these strategies.

Donor Growth Rate

Donor growth rate = [(number of donors this year – number of donors last year) / donors last year] x 100

The donor growth rate measures the changes in acquired or lost donors over a specified period. This metric is also important in conjunction with the donor retention rate, which measures the number of repeat donors from the previous year. A low rate may limit your organization’s ability to grow its fundraising efforts.

Social Media Engagement Rate

Social media engagement rate = (number of engagements / total number of impressions) X 100

The social media engagement rate examines how well users engage with the organization on social media platforms. User engagement plays a vital role in the effectiveness of marketing strategies. Social media engagements involve user interactions, including shares, likes, link clicks, or comments.

An engagement rate of between 1% and 2% is satisfactory for most organizations. Using previous engagement rates as a benchmark can help your organization improve its effectiveness. Comparing the rates with other peers in the industry can also help evaluate efficiency.

Email Open and Click-Through Rates

Email open and click-through rates track the success of email marketing. Email open rates show the ratio of people who opened the emails to the total number of people who received emails. The average email open rate for nonprofits is 21.33%.

The email click-through rate measures the number of people who have taken action on your email. The rate is calculated by dividing the number of people who clicked at least a link in the email by the total number who received it. A high click-through rate shows that the email marketing strategies are effective.

 

3. Community Outreach KPIs

Community outreach KPIs measure the effectiveness of your reach in the community.

Beneficiary Growth Rate

Beneficiary growth refers to the changes in the number of beneficiaries over time. Organizations can track this annually, quarterly, or monthly. This metric can help your nonprofit make operational decisions, determine how many people to hire, and budget for the upcoming years.

Beneficiary Satisfaction Rate

Organizations should survey how satisfied the community is with their services to indicate if their programs are effective. Beneficiary satisfaction rates can help nonprofits decide which programs to prioritize and which to get rid of.

Evaluate Individual Programs

Each fundraising event requires different amounts of resources. Evaluate each program to determine the total cost it takes to put on the event vs. the amount of revenue it brings in. This measurement will help you identify which programs to eliminate or focus on to improve donor growth and retention.

Donor Restricted Net Assets

Donors can often dictate how they want their contributions to be utilized. Measuring this can help you understand how much you have in “free” funds vs. cash with restricted use. This KPI can tell you what percentage of your contributions are designated by donors for a specific use.

Cash Flow/Position

The cash flow KPI calculates how much your organization is spending vs. receiving at a given time. It will give you insight into the condition of your organization and whether you can continue to meet your financial obligations.

 

Let Lutz Support You

Are you having challenges analyzing your nonprofit’s key performance indicators? Lutz is here to assist you. Contact us if you have any questions or want to learn more about our nonprofit or data analytics services.

ABOUT THE AUTHOR

402.496.8800

kbyrd@lutz.us

LINKEDIN

KATIE BYRD + AUDIT DIRECTOR

Katie Byrd is an Audit Director at Lutz with over eight years of related experience. She provides assurance services to businesses focusing on the retail, service, manufacturing, nonprofit, and franchise industries. In addition, Katie assists with transaction advisory services and employee benefit plans.

AREAS OF FOCUS
  • Audit
  • Employee Benefit Plans
  • Transaction Advisory Services
  • Retail Industry
  • Services Industry
  • Manufacturing & Distribution Industry
  • Nonprofit Industry
  • Franchise Industry
AFFILIATIONS AND CREDENTIALS
  • American Institute of Certified Public Accountants, Member
  • Nebraska Society of Certified Public Accountants, Member
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • BSBA in Accounting, University of Nebraska, Lincoln, NE
COMMUNITY SERVICE
  • University of Nebraska-Lincoln School of Accountancy, Junior Advisory Board Member
  • Tomorrow's Leaders (Cystic Fibrosis Foundation), Council Member

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Medicare Bad Debts + Recent Updates

Medicare Bad Debts + Recent Updates

 

LUTZ BUSINESS INSIGHTS

 

Medicare Bad Debt + Recent Updates

Kirk Delperdang, healthcare director

There have been minimal changes to the regulations and manuals with respect to what is allowable, what should be, or what can be claimed for Medicare Bad Debts (MBD) on the Medicare Cost Report (MCR). Hospitals have experienced the reductions that started with fiscal years beginning on/after October 1, 2012. Providers have tried to keep up with the various versions they have had to implement over the years.

That long period of relative inattention to the regulations and manuals regarding the reporting and audit of bad debts has hit an abrupt halt. There was guidance via the IPPS 2021 Federal Register Final Rule to implement new procedures based on the type of MBD claimed.

In that Final Rule, CMS established three types of Medicare Bad Debt categories.

  • Non-indigent beneficiary: A beneficiary who has not been determined to be categorically or medically indigent by a State Medicaid Agency to receive medical assistance from Medicaid and has not been determined to be indigent by the provider for Medicare Bad Debt purposes.
  • Dual eligible beneficiary: A beneficiary who is enrolled in Medicare (Part A, Part B, or both) and “full Medicaid” and/or the Medicare Savings Program (MSP), including the Qualified Medicare Beneficiaries (QMB) program.
  • Indigent by provider: A beneficiary who is non-dual eligible and has been determined to be indigent under the provider’s methods for determining indigency, using the evaluation criteria in the PRM §312 A through D.

To claim bad debts on the MCR, each category has specific processes and steps that must be taken to ensure that any bad debts claimed on the cost report will stand up to a CMS audit. Please pay particular attention to these procedural requirements.

The cost report documentation requirements to claim Medicare bad debts have also been updated and are contained within the new Exhibit 2A for cost reporting periods beginning on/after October 1, 2022.

These additional processes and documentation requirements are not the end of CMS’ bad debt scrutiny. MACs have recently increased audit efforts with respect to bad debts claimed on the cost report, and this trend appears to be gaining momentum and intensity.

The OIG issued a report of findings from an audit of bad debts in December 2022, which indicated there are compliance issues in the reporting of bad debts on the Medicare cost report. The OIG recommended CMS consider issuing instructions and/or guidance to MACs that encourage additional audits and reviews of bad debts being claimed on cost reports. CMS agreed with the recommendation and subsequently implemented additional guidance to MACs for the review of bad debts. If you have any questions, please contact us, or learn more about our healthcare accounting and consulting services.

ABOUT THE AUTHOR

402.496.8800

kdelperdang@lutz.us

LINKEDIN

KIRK DELPERDANG + HEALTHCARE DIRECTOR

Kirk Delperdang is a Healthcare Director at Lutz with over 28 years of experience. He provides healthcare enrollment services to clients with a focus on Medicare providers and reimbursement analyses. In addition, he is responsible for leading Lutz's cost report service line.

AREAS OF FOCUS
AFFILIATIONS AND CREDENTIALS
  • Healthcare Financial Management Association - Nebraska Chapter, Member
  • Nebraska Society of Certified Public Accountants, Member
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • BA in Accounting, University of Northern Iowa, Cedar Falls, IA
COMMUNITY SERVICE
  • St. Vincent de Paul, Knights of Columbus, Member
  • Active in various youth sports leagues: Aldrich Elementary, Millard Athletic Association, Millard North Schools, Omaha FC, Skutt Catholic High School and YMCA

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Consolidated Appropriations Act 2023

Consolidated Appropriations Act 2023

 

LUTZ BUSINESS INSIGHTS

 

Consolidated Appropriations Act 2023

KATIE ROBERTS, HEALTHCARE MANAGER

The Consolidated Appropriations Act 2023 was passed into law on December 29, 2022. This Act had some important impacts on healthcare providers. The following is a summary of some of the key factors included in this bill for hospitals.

 

Rural Hospitals

Sections 4101 and 4102 of the bill extend both the Medicare Dependent Hospital and Low Volume Hospital program for another two years, through September 30, 2024.

 

Certain PHE Flexibilities Extended through 2024 – Hospital at Home and Telehealth Services

Section 4140 of the CAA extends the Acute Hospital Care at Home (AHCaH) program through 2024. AHCaH is an individual waiver and not a blanket waiver. CMS is accepting waiver requests to forgo certain hospital conditions of participation. The Hospital at Home program allows patients who need acute-level care to receive care in their homes rather than in a hospital.

The Act extended the telehealth flexibilities that were put in place during the Public Health Emergency (PHE) until the end of 2024. These flexibilities were popular for many Medicare beneficiaries, and Congress recognized the need for expanded telehealth to continue beyond the PHE period. Section 4113, “Advancing Telehealth Beyond COVID-19,” allows for:

  • Removing geographic requirements and expanding telehealth in non-rural locations
  • Allowing the home as an acceptable originating site
  • Allowing for audio-only telehealth
  • Expanding eligible practitioners to PT, OT, S/L, and audiologists
  • Allowing Federally Qualified Health Centers (FQHCs) and Rural Health Clinics (RHCs) to continue telehealth services
  • Delaying required in-person visits within six months of telehealth mental health services

 

Nursing and Allied Health Professional Education Payments

Section 4143 allows for a waiver on the cap on annual payments for nursing and allied health education payments. The bill also directs CMS not to seek reimbursement from nursing and allied health programs.

 

Medicare Provisions for Behavioral Health Services

The bill also increases funding for behavioral health services. Some key policies include:

  • Beginning in 2024, Medicare will cover marriage and family therapist and mental health counselor services.
  • Increase reimbursement for psychotherapy services provided in a mobile unit.
  • Required HHS to conduct outreach to providers on the availability of behavioral health integration services as a covered benefit under Medicare.
  • Provides guidance and assistance to states to continue the crisis response services.

 

Medicare Pay-As-You-Go Act

The planned increase to sequestration from a 2% payment reduction to a 4% payment reduction has been delayed until 2025. The 2% sequestration was extended until 2032 and may be increased after 2025.

This is just a summary of some of the changes enacted by the Consolidated Appropriations Act 2023. If you have questions or would like more information on any of these topics, please feel free to contact us.

 

Sources

Consolidated Appropriations Act, 2023 – https://www.congress.gov/117/bills/hr2617/BILLS-117hr2617enr.pdf

Consolidated Appropriations Act 2023: Impact on Healthcare Providers Webinar by PYA by Martie Ross & Kathy Reep https://www.pyapc.com/insights/webinar-hcrr42-consolidated-appropriations-act-2023-impact-on-healthcare-providers/

ABOUT THE AUTHOR

402.821.2351

kroberts@lutz.us

LINKEDIN

115 CANOPY STREET

SUITE 200

LINCOLN, NE 68508

KATIE ROBERTS + HEALTHCARE MANAGER

Katie Roberts is a Healthcare Manager at Lutz with over four years of experience in accounting. She is responsible for providing accounting and consulting services to healthcare organizations with a focus on outsourced CFO services and reimbursements.

AREAS OF FOCUS
  • Accounting & Consulting
  • Outsourced CFO Services
  • Reimbursements
  • Medicare Cost Reports
  • Healthcare Industry
AFFILIATIONS AND CREDENTIALS
  • Nebraska Society of Certified Public Accountants, Member
  • Healthcare Financial Management Association, Member
  • Certified Public Accountant
  • Certified Healthland Financial Professional
  • Certified Revenue Cycle Representative
EDUCATIONAL BACKGROUND
  • MPA, University of Nebraska, Lincoln, NE

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Tax Credits Increase for Companies Establishing a Retirement Plan in 2023

Tax Credits Increase for Companies Establishing a Retirement Plan in 2023

 

LUTZ BUSINESS INSIGHTS

 

tax credits increase for companies establishing a retirement plan in 2023!

chris wagner, RETIREMENT PLAN SERVICES, Principal
PUBLISHED: FEBRUARY 13, 2023

On December 29th, 2022, the omnibus spending bill, which included the SECURE Act 2.0, was signed into law. One of the major enhancements included in the act is the increase in tax credits available to small businesses that establish a retirement plan beginning in 2023. A small business is considered to have less than 50 employees.

What is a tax credit? A tax credit is a dollar-for-dollar reduction of the income tax owed. For example, if you owe $5,000 of income taxes but qualify for a $5,000 tax credit, your tax liability would be zero.

Small businesses cite that cost is the biggest reason they do not offer a company-sponsored retirement plan. Under the SECURE Act 2.0, a small business can qualify for a tax credit equal to 100% of the administrative costs for establishing a workplace retirement plan. The tax credit is available for the first three years and capped at $5,000 per year.

Additionally, SECURE Act 2.0 provides a new tax credit for small businesses that make retirement plan contributions on behalf of employees. The credit will be a percentage of the employer’s contribution up to $1,000 per employee. The percentage is 100% in the first and second years, 75% in the third year, 50% in the fourth year, and 25% in the fifth year. Full credit is limited to employers with 50 or fewer employees and phased out for employers with 51 to 100 employees.

 

LET’S REVIEW A FEW EXAMPLES:

1. XYZ Company has ten eligible employees and will implement a 401(k) plan in 2023. Utilizing a retirement plan through Lutz Financial and its partners, estimated administrative costs would be approximately $3,350 per year. If the company pays these administrative costs, the entire $3,350 would be eligible for the tax credit in each of the first three years.

Additionally, if the company decided to make a $1,000 contribution to each of the ten employees’ 401(k) accounts, they would receive an additional tax credit of $10,000 in each of the first two years, $7,500 in the third year, $5,000 in the fourth year and $2,500 in the fifth year.

2. XYZ Company has 50 eligible employees and will implement a 401(k) plan in 2023. Utilizing a retirement plan through Lutz Financial and its partners, estimated administrative costs would be approximately $4,800 per year. If the company pays these administrative costs, the entire $4,800 would be eligible for the tax credit in each of the first three years.

Additionally, if the company decided to make a $1,000 contribution to each of the 50 employees’ 401(k) accounts, they would receive an additional tax credit of $50,000 in each of the first two years, $37,500 in the third year, $25,000 in the fourth year and $12,500 in the fifth year.

In each of the above examples, the company can establish a retirement plan to provide flexibility on whether it wants to contribute to employees and the amounts of those contributions. The company can also have the flexibility to change how they pay administrative costs in the future. It is common for small businesses to pass some of these on to employees.

 

WHY IS IT IMPORTANT THAT SMALL BUSINESSES PROVIDE THEIR EMPLOYEES WITH ACCESS TO A COMPANY-SPONSORED RETIREMENT PLAN?

According to Forbes, small businesses employ approximately 46.4% of the workforce. A Labor Department report estimates that only half of the workers employed by companies with fewer than 50 employees have access to a retirement savings plan through their employer. Most workers without access to a company-sponsored retirement plan do not save on their own and have little or no retirement savings.

Implementing a company-sponsored retirement plan also offers substantial benefits for the employer. For example, it can present opportunities for ownership, key employees can make meaningful tax-deferred contributions, it enhances a company’s benefits package to attract qualified employees in a competitive job market, and it provides financial security for your workforce. This act incentivizes companies to not only establish retirement plans but also make contributions to employees’ retirement accounts, a true win-win! If you have any questions, please contact us, or learn more about our retirement plan services.

Important Disclosure Information

Please remember that past performance may not be indicative of future results.  Different types of investments involve varying degrees of risk, and there can be no assurance that the future performance of any specific investment, investment strategy, or product (including the investments and/or investment strategies recommended or undertaken by Lutz Financial), or any non-investment related content, made reference to directly or indirectly in this newsletter will be profitable, equal any corresponding indicated historical performance level(s), be suitable for your portfolio or individual situation, or prove successful.  Due to various factors, including changing market conditions and/or applicable laws, the content may no longer be reflective of current opinions or positions.  Moreover, you should not assume that any discussion or information contained in this newsletter serves as the receipt of, or as a substitute for, personalized investment advice from Lutz Financial.  To the extent that a reader has any questions regarding the applicability of any specific issue discussed above to his/her individual situation, he/she is encouraged to consult with the professional advisor of his/her choosing.  Lutz Financial is neither a law firm nor a certified public accounting firm and no portion of the newsletter content should be construed as legal or accounting advice.  A copy of the Lutz Financial’s current written disclosure statement discussing our advisory services and fees is available upon request.

ABOUT THE AUTHOR

402.827.2077

cwagner@lutz.us

LINKEDIN

CHRIS WAGNER, CFP®, CPFA® + RETIREMENT PLAN SERVICES, PRINCIPAL

Chris Wagner is the Director of Retirement Plan Services at Lutz Financial. With 17+ years of relevant experience, he specializes in providing company and corporate retirement plan consulting and investment advisory services He lives in Elkhorn, NE, with his wife Kristin, and children Brynn and Owen.

AREAS OF FOCUS
  • Retirement Plan Consulting
  • Investment Product Analysis
  • Provider and Fee Benchmarking
  • Fiduciary Guidance
  • Plan Design Analysis
  • Investment Advisory Services
  • Participant Education
AFFILIATIONS AND CREDENTIALS
  • CERTIFIED FINANCIAL PLANNER™
  • CERTIFIED PLAN FIDUCIARY ADVISOR
  • Charles Schwab Retirement Trust and Advisory Board, Member
  • Retirement Plan Advisory Group, Member
  • National Association of Plan Advisors, Member
EDUCATIONAL BACKGROUND
  • BSBA in Marketing, Midland University, Fremont, NE
  • American College of Financial Services, Bryn Mawr, PA
COMMUNITY SERVICE
  • Marian Jr. Crusaders Basketball Program, Director

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Rural Health Care Grant Reporting

Rural Health Care Grant Reporting

 

LUTZ BUSINESS INSIGHTS

 

Rural health care grant reporting

JULIANNE KIPPLE, HEALTHCARE SHAREHOLDER

Has your healthcare organization applied for funding related to COVID-19 within the last few years? This blog covers due dates for reporting and expending funds for various health care grants.

Provider Relief Fund (PRF) Phase 4 & American Rescue Plan (ARP) Rural Reporting

Phase 4 PRF and ARP Rural payments had to be expended by 12/31/22. Any unused funds must be returned following the HRSA instructions. Reporting for Phase 4 is due by 3/31/23. Phase 4 is for PRF and ARP Rural payments received between 7/1/2021-12/31/2021 and must be expended by the end of the phase 4 period of availability, which was on 12/31/2022. Payments must be fully expended on either eligible health care expenses and/or lost revenues attributable to COVID-19.

Reporting is similar to prior PRF phases, including having to report payments received, relevant subsidiary information, interest earned on the funds, other assistance received, applicable lost revenue related to COVID, COVID-related expenses being claimed, and facility and patient metrics. This reporting timeframe will be slightly different as reports will be reporting on two grant sources, PRF Phase 4 and ARP Rural Distribution.

Rural Health Clinic COVID Testing & Mitigation (RHCCTM) Reporting

Back in June 2021, each certified RHC location received funding of $100,000 to support maintaining and increasing COVID-19 testing efforts, expanding access to testing in rural communities, and the range of mitigation activities in local communities. Funds for this program had to be expended by 12/31/2022, and reporting was expected to continue through January 31, 2023. If you have not completed the reporting or are close to closing out this grant, please review to ensure you are in compliance.

The Assistance Listing Number for RHCCTM is 93.697 (formally known as the Catalog of Federal Domestic Assistance (CFDA)).

USDA Track One – Emergency Rural Health Care Grants

Until recently, the USDA was accepting applications for Track One Emergency Rural Health Care Grants. Originally, Track One applications were due by 10/12/2021. However, USDA continued to accept applications on a continual basis until all funds were exhausted. At this time, Track One applications are no longer being accepted. If you previously submitted an application, it is currently under review.

Be sure to review your grants to ensure you are in compliance for reporting. If you have any questions, please contact us, or learn more about our healthcare accounting and consulting services.

ABOUT THE AUTHOR

julianne kipple

402.827.2075

jkipple@lutz.us

LINKEDIN

JULIANNE KIPPLE + HEALTHCARE SHAREHOLDER

Julianne Kipple is a Healthcare Shareholder at Lutz with over 12 years of professional experience in the healthcare industry. Her expertise is in accounting and consulting services for healthcare facilities, including outsourced CFO services, Medicare and Medicaid reimbursement, and Medicaid Disproportionate Share Surveys (DSH).

AREAS OF FOCUS
AFFILIATIONS AND CREDENTIALS
  • Healthcare Financial Management Association, Member
  • American Institute of Certified Public Accountants, Member
  • Nebraska Society of Certified Public Accountants, Member
  • Certified Revenue Cycle Representative
  • Certified Public Accountant
  • Certified Healthcare Financial Professional
EDUCATIONAL BACKGROUND
  • BSBA in Accounting, with high distinction, Creighton University, Omaha, NE
  • MBA, Creighton University, Omaha, NE

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External Financial Statement Audit Best Practices for CAHs

External Financial Statement Audit Best Practices for CAHs

 

LUTZ BUSINESS INSIGHTS

 

External financial statement audit best practices for CAHS

BRAD WITTLER, HEALTHCARE MANAGER

The extra work required to properly prepare for a facility’s year-end audit can be a stressor to accounting staff. There are many requests to keep up with, and a more detailed review is required in comparison with the normal month-end financial statement process. Having audit preparation processes and best practices in place can reduce the burden on staff and create a smoother audit from initial planning through the wrap-up stage.

Certain material balance sheet accounts require additional scrutiny and/or review at year-end. This extra level of scrutiny should help to avoid material audit adjustments and additional testing requests from the auditors, which can be required if an error or inconsistency is uncovered. Additionally, certain procedures performed throughout the year and specifically at year-end should make audit preparation a less daunting task.

 

Inventory

Facilities are required to conduct inventory counts as of the fiscal year-end. These counts should be scheduled well in advance to ensure that they are properly staffed and supervised. Because the inventory balances change daily, the counts should be scheduled on or within a few days of the fiscal year-end date. Additional work may be required to determine the inventory balance as of year-end if the count is not performed on the date of the fiscal year-end.

If possible, the inventory detail schedules should be maintained electronically for easier review by management and external auditors. Count sheets should be retained for auditor review.

 

Contractual and bad debt allowance percentages review

Periodically, facilities should review their allowance percentages for accuracy. Audit preparation is a great time to review these percentages to ensure that the most recent information available is being used. Many accounting systems provide detailed payment and adjustment information at the payor level. Aggregating this information and comparing adjustment totals by payor to charge totals by payor for the trailing 12-month period is one of the most accurate ways to determine the allowance percentages.

Certain payors and patient types may require additional scrutiny. For instance, Medicare inpatient accounts receivable may need to be reviewed at the patient level to determine total days and anticipated reimbursement based on the facility’s rate per day for this stay type.

 

Medicare Cost Report Estimate

Facilities should prepare a Medicare interim cost report template at least quarterly. This will help a facility manage cash flow throughout the year by requesting Medicare interim rate changes and settlements as needed and avoid large auditor adjusting journal entries. With an accurate cost report settlement, management is better informed of their cash position for the year and can make strategic financial decisions on more accurate data. Preparing this entry is not only critical for audit but critical for the hospital’s strategic plan.

 

Search for unrecorded liabilities

At year-end, accounts payable should remain open longer than a typical month. Often invoices are received late into a subsequent month but relate to services performed or supplies received in a previous month. It is especially important to review the completeness of accounts payable and accrued liabilities at year-end as this is a test that the auditor will be performing.

Accounting staff should be coached on what to look out for to determine which period an invoice relates to. A sample of invoices entered the subsequent month should be tested for accuracy with extra scrutiny placed on the more material invoices. Additional testing will be required by the auditors if unrecorded liabilities are found during audit testing, so doing internal testing on the front end should help save staff time and headaches on the back end.

 

Consistency of workpapers and month-end close procedures

Auditors prefer to see workpapers and reconciliation schedules in the same format each year, so try to maintain consistency in the appearance of these schedules. If there are certain accounts where a workpaper is not maintained by the facility, consider reaching out to the auditor to request their version of the workpaper. If the facility takes responsibility for more of the workpapers, it should save the auditors some preparation time and could result in reduced fees to the facility.

In addition to consistently using the same workpapers, the facility should be rolling forward the workpapers monthly to ensure that the schedules agree with the general ledger. Performing this task monthly ensures more accurate financial statements and fewer surprises when rolling forward the schedules for audit preparation.

Regular, open communication with the facility’s auditors can also help to ensure no surprises come about during the audit process. Additionally, task lists received from auditors should be discussed internally to clearly determine who at the facility is responsible for what requests. Taking the time to perform the tasks listed should help to improve the audit process and reduce the stress on staff. If you have any questions, please contact us or learn more about our healthcare accounting and consulting services.

ABOUT THE AUTHOR

402.778.7954

bwittler@lutz.us

BRAD WITTLER + HEALTHCARE MANAGER

Brad Wittler is a Healthcare Manager at Lutz with over five years of relevant experience. He is responsible for providing accounting and consulting services to healthcare organizations with a focus on financial reporting and reimbursements.

AREAS OF FOCUS
  • Accounting & Consulting
  • Monthly Financial Reporting
  • Reimbursements
  • Medicare Cost Reports
  • Healthcare Industry
AFFILIATIONS AND CREDENTIALS
  • American Institute of Certified Public Accountants, Member
  • Nebraska Society of Certified Public Accountants, Member
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • Masters of Professional Accountancy, University of Nebraska, Lincoln NE
  • BSBA in Accounting, University of Nebraska, Lincoln NE
COMMUNITY SERVICE
  • Lutz Gives Back, Volunteer

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Public Health Emergency Resource Update + Critical Access Hospitals

Public Health Emergency Resource Update + Critical Access Hospitals

 

LUTZ BUSINESS INSIGHTS

 

Public Health Emergency Resource Update + Critical Access Hospitals

JULIANNE KIPPLE, HEALTHCARE SHAREHOLDER
ASHLEY BREDTHAUER, HEALTHCARE MANAGER

On January 30, 2023, the Biden-Harris Administration announced its intent to end the national emergency and Public Health Emergency (PHE) declarations related to the COVID-19 pandemic on May 11, 2023. Various flexibilities and waivers enabled by the COVID-19 emergency declarations will expire at the end of the PHE.

Recent legislation has impacted some of the PHE emergency declarations. On December 29, 2022, H.R. 2716, the Consolidated Appropriations Act (CAA) for Fiscal Year 2023, was signed into law. This legislation included an extension of the major telehealth waivers and the Acute Hospital Care at Home (AHCaH) individual waivers that were initiated during the PHE.

CMS has a provider-specific listing of fact sheets for information about COVID-19 Public Health Emergency (PHE) waivers and flexibilities. These fact sheets include information about which waivers and flexibilities have already been terminated, made permanent or will end at the end of the PHE. The hospital and CAH-specific fact sheet was published on 2/1/2023.

 

CAH/hospital highlights:

CMS Hospitals Without Walls (Temporary Expansion Sites)

This initiative allowed hospitals to provide services in other hospitals and sites that otherwise would not have been considered part of a healthcare facility or could set up temporary expansion sites to help address the urgent need to increase capacity to care for patients. When the PHE ends, hospitals and CAHs will be required to provide services to patients within their hospital departments, following the conditions of participation. In addition, the waiver to allow off-site patient screening will terminate at the end of the PHE. Please note that the CAA did extend the individual waiver only (not a blanket waiver) of Acute Hospital Care at Home Program through 2024.

Critical Access Hospital Bed Count and Length of Stay

CMS has been waiving the Medicare requirements that Critical Access Hospitals (CAHs) limit the number of beds to 25 and that the length of stay be limited to 96 hours under the Medicare conditions of participation regarding the number of beds and length of stay at 42 CFR §485.620. This waiver will end after the PHE ends.

CAH Personnel Qualifications

CMS has been waiving the minimum personnel qualifications for clinical nurse specialists, nurse practitioners, and physician assistants. CMS will end this waiver at the conclusion of the PHE.

CAH Staff Licensure

CMS has had a waiver in place to defer all licensure, certification, and registration requirements for CAH staff to the state, which adds flexibility where federal requirements are more stringent. CMS will end this waiver at the conclusion of the PHE.

Responsibilities of Physicians in CAHs

CMS has been waiving the requirement for CAHs that a doctor of medicine or osteopathy be physically present to provide medical direction, consultation, and supervision for the services provided in the CAH. CMS will end this waiver at the conclusion of the PHE.

Medical staff requirements

CMS has been waiving Medical Staff requirements to allow physicians whose privileges would have expired to continue practicing at the hospital and new physicians to be able to practice in the hospital before full medical staff/governing body review and approval. CMS will end this waiver at the conclusion of the PHE.

Physician services

CMS has been waiving the requirement that Medicare patients be under the care of a physician. CMS will end this waiver at the conclusion of the PHE.

Anesthesia services

CMS has been waiving the requirements that CRNAs are under the supervision of a physician. CMS will end this waiver at the conclusion of the PHE.

Expanded Ability for Hospitals to Offer Long-term Care Services (Swing Beds) for Patients Who do not Require Acute Care but do Meet the Skilled Nursing Facility (SNF) Level of Care Criteria as Set Forth at 42 CFR 409.31

CMS has been allowing hospitals to establish SNF swing beds, payable under the SNF Prospective Payment System (PPS) to provide additional options for hospitals with patients who no longer require acute care, but are unable to find placement in a SNF. This waiver will end after the PHE ends.

Telehealth

The Consolidated Appropriations Act of 2023 extended many of the telehealth flexibilities authorized during the COVID-10 PHE through December 31, 2024. However, during the PHE, practitioners were allowed to bill telehealth services provided in patients’ homes as if they were provided in the hospital outpatient department. This flexibility to bill the telehealth service provided in the patient’s home as if it were provided at the hospital will end with the end of the PHE.

“Stark Law” Waivers

CMS issued blanket waivers of certain provisions of the physician self-referral law (“Stark Law”) for financial relationships and referrals related to the COVID-19 emergency. For example, the waiver allowed hospitals to provide services or pay for equipment above or below fair market value. When the PHE ends, the waivers will terminate and physicians, and entities must immediately comply with all provisions of the Stark Law.

Cost Reporting Deadlines

MACs have the authority to grant up to a 60-day extension of the due date for filing a cost report if the provider’s operations are significantly adversely affected due to extraordinary circumstances over which the provider has no control, such as the COVID-19 PHE. Providers that continue to experience impacts may still submit extension requests to their MAC.

Provider Enrollment

  • During the PHE, CMS established toll-free hotlines for physicians, non-physician practitioners, and Part A certified providers and suppliers who have established isolation facilities to enroll and receive temporary Medicare billing privileges. When the PHE ends, the hotlines will be shut down.
  • Expedited Enrollment – When the PHE ends, CMS will resume normal application processing times.
  • Opt-Out Enrollment – When the PHE ends, opted-out practitioners will not be able to cancel their opt-out statuses earlier than the applicable regulation at 42 CFR 405.445 allows for.
  • Reporting Home Address – When the PHE ends, practitioners will be required to resume reporting their home address on the Medicare enrollment.

State Licensure

During the PHE, CMS allowed licensed physicians and other practitioners to bill Medicare for services provided outside of their state of enrollment. CMS has determined that when the PHE ends, CMS regulations will continue to allow for a total deferral to state law.  Thus, there is no CMS-based requirement that a provider must be licensed in its state of enrollment.

Requirement for Hospitals and CAHs to Report Data for COVID-19 and Acute Respiratory Illness

Currently, hospitals and CAHs are required to report information in accordance with a frequency and standardized format, as specified by the Secretary during the PHE for COVID-19. Beginning after the PHE ends and continuing until April 30, 2024, unless the Secretary determines an earlier end date, hospitals and CAHs are required to report data for COVID-19 and seasonal influenza in a standardized format and frequency as specified by the Secretary.

COVID-19 Vaccines

CMS will continue to pay approximately $40 per dose for administering COVID-19 vaccines in outpatient settings for Medicare beneficiaries through the end of the calendar year that the PHE ends (December 31, 2023). Effective January 1 of the year following the year that the PHE ends (January 1, 2024), CMS will set the payment rate for administering COVID-19 vaccines to align with the payment rate for administering other Part B preventive vaccines.

COVID-19 Monoclonal Antibodies

During the PHE, CMS covered and paid for monoclonal antibody therapies consistent with coverage for COVID-19 vaccines, with no beneficiary cost sharing and no deductible when administered by a provider (as long as the product was not received for free). Effective January 1 of the year following the year that the PHE ends (January 1, 2024), CMS will pay for monoclonal antibodies as they pay for biological products under Section 1847A of the Social Security Act, with the payments subject to applicable deductible and coinsurance.

COVID-19 Diagnostic Testing

During the PHE, hospital outpatient departments were paid for symptom assessment and specimen collection for COVID-19 using a new HCPCS code C9803. The national rate was roughly $23 for HCPCS code C9803 when not billed with a separately payable hospital outpatient service.  After the PHE, payment for specimen collection for COVID testing will always be packaged into the payment for COVID testing and no longer paid separately.

There are many updates to additional hospital and CAH waivers /flexibilities that will be impacted by the end of the PHE included in the provider-specific manual. We recommend reviewing the list to see how your hospital operations may be impacted when the PHE ends on  May 11, 2023. Please contact us if you have any questions or learn more about our healthcare accounting and consulting services.

 

Resources:

https://www.cms.gov/About-CMS/Agency-Information/Emergency/EPRO/Current-Emergencies/Current-Emergencies-page

ABOUT THE AUTHOR

julianne kipple

402.827.2075

jkipple@lutz.us

LINKEDIN

JULIANNE KIPPLE + HEALTHCARE SHAREHOLDER

Julianne Kipple is a Healthcare Shareholder at Lutz with over 12 years of professional experience in the healthcare industry. Her expertise is in accounting and consulting services for healthcare facilities, including outsourced CFO services, Medicare and Medicaid reimbursement, and Medicaid Disproportionate Share Surveys (DSH).

AREAS OF FOCUS
AFFILIATIONS AND CREDENTIALS
  • Healthcare Financial Management Association, Member
  • American Institute of Certified Public Accountants, Member
  • Nebraska Society of Certified Public Accountants, Member
  • Certified Revenue Cycle Representative
  • Certified Public Accountant
  • Certified Healthcare Financial Professional
EDUCATIONAL BACKGROUND
  • BSBA in Accounting, with high distinction, Creighton University, Omaha, NE
  • MBA, Creighton University, Omaha, NE
Ashley Bredthauer

531.500.2027

abredthauer@lutz.us

LINKEDIN

115 CANOPY STREET

SUITE 200

LINCOLN, NE 68508

ASHLEY BREDTHAUER + HEALTHCARE MANAGER

Ashley Bredthauer is a Healthcare Manager at Lutz with over 15 years of experience in accounting. She is responsible for providing accounting and consulting services to healthcare organizations with a focus on financial reporting and reimbursements.

AREAS OF FOCUS
  • Accounting & Consulting
  • Monthly Financial Reporting
  • Reimbursements
  • Medicare Cost Reports
  • Healthcare Industry
AFFILIATIONS AND CREDENTIALS
  • Nebraska Society of Certified Public Accountants, Member
  • American Institute of Certified Public Accountants, Member
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • MBA, University of Nebraska, Lincoln, NE
  • BSBA in Accounting, University of Nebraska, Kearney, NE
COMMUNITY SERVICE
  • United Way, Financial Review Team Member

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New & Recent Accounting Pronouncements + Healthcare

New & Recent Accounting Pronouncements + Healthcare

 

LUTZ BUSINESS INSIGHTS

 

New & recent accounting pronouncements + healthcare

ASHLEY BREDTHAUER, HEALTHCARE MANAGER

 

As financial reporting standards continue to evolve, it is important to continually monitor developments in accounting standards and assess the implications for your entities. Below is a summary of some standards that recently became or will soon become effective that may impact healthcare entities.

 

FASB

ASU No. 2016-02, Leases (Topic 842)

Overview

  • Effective for private companies and nonprofit entities starting with fiscal years beginning after December 15, 2021.
    • If you’re a calendar year entity, this will be effective for your upcoming 2022 year-end audit.
  • Requires organizations that lease assets (“lessees”) to recognize assets and liabilities on the balance sheet for the rights and obligations created by those leases.
  • Previously, operating leases were disclosed but not recorded on the balance sheet. Leasing activities were considered one of the largest forms of off-balance sheet accounting.

Implementation

  • Review activity in general ledger expense accounts currently used to record operating lease expense to identify the list of leases potentially in scope.
  • Adopt lease capitalization threshold. Leases with total payments under the set threshold can be expensed as paid (like historical practice for operating leases).
  • Adopt a policy regarding short-term leases. Short-term (12 months or less) leases can be excluded from balance sheet recognition and expensed as paid (like historical practice for operating leases).
  • Obtain copies of all operating lease agreements for leases that are not below the capitalization threshold and do not meet the short-term exclusion.
  • Update chart of accounts for new operating lease assets and liabilities.
  • Calculate and record assets and liabilities for leases in scope.

 

GASB

GASB Statement No. 87 – Leases

Overview

  • Effective for governmental entities for fiscal years beginning after June 15, 2021.
  • Requires organizations to recognize an intangible right-to-use lease asset and a lease liability for leases that previously were classified as operating leases.

Implementation

  • This implementation should have been covered by your most recent fiscal year-end audit. Will need to continue to record new and existing leases properly.

GASB Statement No. 89 – Accounting for Interest Cost Incurred Before the End of a Construction Period

Overview

  • Effective for governmental entities for fiscal years beginning after December 15, 2020.
  • Requires interest cost incurred before the end of a construction period to be recognized as an expense in the period in which the cost is incurred.
  • Interest cost incurred before the end of a construction period will not be included in the historical cost of capital assets.

Implementation

  • This implementation should have been covered by your most recent fiscal year-end audit. Will need to continue to record interest costs properly for construction projects.

GASB Statement No. 96 – Subscription-Based Information Technology Arrangements

Overview

  • Effective for governmental entities for fiscal years beginning after June 15, 2022.
  • Defines and provides guidance on subscription-based information technology arrangements (SBITAs) for government end users.
  • Requires organizations to recognize an intangible right-to-use subscription asset and corresponding subscription liability.
  • Standard is based on GASB Statement No. 87 – Leases

Implementation

  • Review activity in general ledger expense accounts currently used to record subscription expenses to identify a list of SBITAs potentially in scope.
  • Adopt SBITA capitalization threshold. SBITAs with total payments under the set threshold can be expensed as paid (like historical practice).
  • Identify and exclude short-term SBITAs. Short-term (12 months or less, including any options to extend, regardless of their probability of being exercised) SBITAs can be excluded from balance sheet recognition and expensed as paid (like historical practice).
  • Obtain copies of all SBITA contracts that are not below the capitalization threshold and do not meet the short-term exclusion.
  • Update chart of accounts for new subscription assets and liabilities.
  • Calculate and record assets and liabilities for SBITAs in scope.

We recommend taking action as early as possible on these standards to allow time to implement and get feedback from your auditor. Please contact us for more information or assistance with implementation.

ABOUT THE AUTHOR

Ashley Bredthauer

531.500.2027

abredthauer@lutz.us

LINKEDIN

115 CANOPY STREET

SUITE 200

LINCOLN, NE 68508

ASHLEY BREDTHAUER + HEALTHCARE MANAGER

Ashley Bredthauer is a Healthcare Manager at Lutz with over 15 years of experience in accounting. She is responsible for providing accounting and consulting services to healthcare organizations with a focus on financial reporting and reimbursements.

AREAS OF FOCUS
  • Accounting & Consulting
  • Monthly Financial Reporting
  • Reimbursements
  • Medicare Cost Reports
  • Healthcare Industry
AFFILIATIONS AND CREDENTIALS
  • Nebraska Society of Certified Public Accountants, Member
  • American Institute of Certified Public Accountants, Member
  • Certified Public Accountant
EDUCATIONAL BACKGROUND
  • MBA, University of Nebraska, Lincoln, NE
  • BSBA in Accounting, University of Nebraska, Kearney, NE
COMMUNITY SERVICE
  • United Way, Financial Review Team Member

SIGN UP FOR OUR NEWSLETTERS!

We tap into the vast knowledge and experience within our organization to provide you with monthly content on topics and ideas that drive and challenge your company every day.

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2.8.23 | Financial Access Checklist | Recording

2.8.23 | Financial Access Checklist | Recording

 

LUTZ BUSINESS INSIGHTS

 

AM I READY TO SELL MY BUSINESS?

Women’s Financial Literacy Webinar Series

Financial Access Checklist

2.8.23 | Recording

Does your spouse handle the majority of your financial activities? What would happen if they were gone tomorrow? In this webinar, Lutz experts Lauren Duren and Steph Hand will discuss the critical information you should be able to access to ensure you have the tools to manage important financial tasks in the event of a loss.

Key Takeaways:

  • Importance of Discussing Financial Information
  • Tips for Frequency of Updating
  • Financial Access Checklist

Who Should Attend: HIGH-NET-WORTH SPOUSES

Seminar Level: Beginner

RECENT POSTS

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