AZ CPA Sept. 2014 by ASCPA

CPA SEPTEMBER 2014

The Arizona Society of Certified Public Accountants

2014 ASCPA Legislative Report The Risks of Assisting Nonprofits Billing, Collecting and Disengagement www.ascpa.com

Cost Allocation for Nonprofits

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SEPTEMBER 2014 y AZ CPA

CPA SEPTEMBER 2014

Volume 30 Number 7

The Risks of Assisting Nonprofits

Billing, Collecting and Disengagement

If working with nonprofit organizations is not your usual practice, you may have a few things to consider before helping out your favorite charity. by Brenda A. Blunt, CPA

Basic tips for handling billing and collection problems. by Randy R. Werner, J.D., LL.M./Tax

Features

Cost Allocation for Nonprofits

2014 ASCPA Legislative Report

ASCPA members can rest easy knowing that the Society and our lobbying team had another successful year dealing with legislative issues. by DeMenna & Associates

Arizona Society of Certified Public Accountants 4801 E. Washington St., Suite 225-B Phoenix, Arizona 85034-2021 www.ascpa.com

4 AZ CPA y SEPTEMBER 2014

The right cost allocation method can help non-profit executives with strategic planning decisions and can foster long-term business success. by Diane Groover, CPA, MBA

Columns & Departments 6

Chairâ&#x20AC;&#x2122;s Message by Anita Baker, CPA

Focus on Members

A Dash of SALT by James Busby, Jr., CPA

In the Black ... Adventures in Accounting

22 Classifieds

CPA

The Arizona Society of Certified Public Accountants

President & CEO

Cindie Hubiak

Editor

Patricia Gannon

Copy & Advertising Deadline The first of the month one month prior to publication date. Board of Directors Chair Chair-Elect Secretary/Treasurer Directors

Anita Baker Rob Dubberly Greg Nelson Gary Fleming Randy Fletchall Diane Groover Sandra Hieb Mike Holt Bill Judge Adam Miller Molly Montgomery Jennifer Nordstrom Vanesa Romero Jared W. Van Arsdale Craig Van Slyke

Immediate Past Chair Karen Abraham AICPA Council Members Jim Buhr Rick Goldenson Chapter Presidents Southern Chapter Northern Chapter Southwest Chapter North-Central Chapter

Flo Zenblu Kay McConagha Jayne Wright Richard Joliet

AZ CPA is published by the Arizona Society of Certified Public

Accountants (ASCPA) to provide information, news and trends in the profession of accounting. It is distributed 10 times a year as a regular service to members of the Society. The ASCPA, its members, board of directors and administrative staff assume no responsibility for advertisements herein. The ASCPA and the above people also assume no liability for business decisions made by readers in reference to statements and/or claims in advertisements within this publication. Opinions expressed by correspondents and contributors are not necessarily those of the ASCPA.

Arizona Society of CPAs 4801 E. Washington St., Suite 225-B Phoenix, AZ 85034-2021 Telephone (602) 252-4144 AZ Toll-Free (888) 237-0700 Fax (602) 252-1511

www.ascpa.com

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Chair’s Message

by Anita Baker, CPA

The Importance of Diversity in the Profession With the U.S. population evolving and the growth of the global market, our profession can’t afford to ignore diversity. Diversity is a critical strategic initiative that should be ingrained in our organizations’ cultures if we want to compete and thrive in the future. Diversity is discussed often in the accounting profession. In 2012, the AICPA announced the creation of the National Commission on Diversity & Inclusion to serve as champions of diversity within the accounting profession, recognizing the need to increase retention and the advancement of underrepresented minorities to better reflect the clients and communities CPAs serve. Diversity means all of the ways we differ. Some of these differences we are born with and cannot change and others we pick up and then shed in our lifetime. Our experiences, exposures and journey in life largely define us as unique beings. Anything that makes us unique is part of this definition of diversity. And the discussion includes everyone. Inclusion involves bringing together and harnessing a diverse workforce in a way that is beneficial. Inclusion puts the concept and practice of diversity into action by creating an environment of involvement, respect and sense of connection — where the richness of ideas, backgrounds and perspectives are harnessed to create business value, competitive advantage and sustainability. Despite decades of intensive efforts, the accounting profession has not reached its diversity goals. AfricanAmericans and Hispanics made up 13.1 percent and 16.9 percent, respectively, of the U.S. population in 2012, according to U.S. Census data. However, AICPA data shows that CPA firms only hired four percent African-Americans and six percent Hispanics in 20112012. In its effort to recruit more underrepresented minorities, the Howard University School of Business Center for Accounting Education has created a Pipeline Working Group. With the support of the AICPA National Commission on Diversity & Inclusion, the nationwide pipeline initiative aims to target

6 AZ CPA y SEPTEMBER 2014

high schools and community colleges to grow the ranks of underrepresented minority CPAs. Individuals, state societies, firms and organizations can play a role in developing the pipeline with funding and program support. Increasing diversity can help the profession better reflect the businesses it services and provide wider perspectives with the potential for improving performance. In July, I was a speaker at the National Association of Minority Auto Dealers in Miami, Florida. Being that I was the minority at this conference, it provided me with a different perspective. I attended a Women’s Forum while I was at the conference which included female executives from dealerships who faced both racial and gender barriers in the industry. There was a sense of connection — where our ideas, backgrounds and perspectives enabled us to have a better understanding of the barriers we faced and how to overcome the barriers to be successful. The Pennsylvania Institute of Certified Public Accountants (PICPA) recently commissioned a paper on diversity to consider the challenges facing organizations, particularly accounting firms, throughout Pennsylvania and to achieve greater success in efforts to build a more inclusive profession. The paper and toolkit is intended as a practical guide to help organizations, especially local and regional accounting firms, implement a diversity strategy or strengthen an existing one and is

available at: http://www.picpa.org/Content/Files/Documents/Get%20Involved/ Diversity/7678-DiversityPaper.pdf. To summarize, there are many benefits to embracing a culture of diversity and inclusion: • Our teams should have similar backgrounds and cultural familiarity as our clients or customers to enable a greater depth of understanding and knowledge of the services we provide. • There are a growing number of minority business owners who will choose to do business with a provider that embraces diversity over homogeneity. • Companies that dismiss the importance of diversity will fail to attract the best and brightest employees. • Employees will be more engaged and likely to stay with their companies, which will reduce the cost of turnover. The number of minority CPAs and minority accounting professionals in leadership positions is not reflective of current U.S. minority populations. Many organizations, including a large number surveyed by the PICPA, recognize the importance of diversity; however, they are challenged by how to implement a diversity strategy and develop a workplace culture that embraces it in a manner that will bring value to their organizations. There are many resources available, and I encourage you to embrace this strategy and ensure that your organization will be able to compete and thrive AZ CPA in the future.

Focus on Members The American Lung Association elected Kathryn A. Forbes, CPA, as chair of the organization’s national Board of Directors.

Klewer Appointed to Accountancy Board Julie Klewer, CPA, partner in charge of the audit and assurance practice of Ludwig Klewer & Co. PLLC in Tucson, has been appointed by Gov. Jan Brewer to the Arizona State Board of Accountancy to serve a five-year term.

Jodi Noble, CPA, of Deloitte & Touche, LLP, was named to the Board of Directors of the Arizona Super Bowl Host Committee. Randy C. Roberts, CPA, CGFM, is the AICPA’s recipient of the Outstanding CPA in Government Career Contribution Award representing his lifelong contribution to the profession. Sarah Monson, CPA, has become a principal of Grass, Coffey and Scharlau, CPAs effective May 1, 2014. Brenda Blunt, CPA, a partner at Eide Bailly LLP, was appointed to the Susan G. Komen Central and Northern Arizona Board of Directors. Stacy Lauver, CPA, of Pima Community College, was selected by the Tucson Vantage West Credit Union Board of Directors to serve on their Supervisory Committee. REDW LLC promoted Patricia von Kolen, CPA, to tax supervisor and hired Lori Clark as a senior accountant. Richard Skufza, CPA, of LaneTerralever, was named president and chair of the Arizona Chapter of Financial Executives International. D.J. Cole, CPA, was promoted to CEO of CCMC, Scottsdale.

Julie Klewer, CPA

Tiffany McBride, CPA, was hired as tax manager at Miller Russell & Associates. CBIZ announced the following promotions: Rich Kudzmas, CPA – Managing Director, Erich Pflumm, CPA – Tax Director, Allan Klose, CPA – Senior Manager – Attest, Sarah Linman, CPA – Senior Manager – Attest, Ryan Berg – Senior Audit Associate, Karl Erickson – Senior Audit Associate, Grant Gikling, CPA – Senior Audit Associate, Bruce Larson – Senior Audit Associate, Robert Rhinehart, CPA – Senior Audit Associate and Nicholas Blakiston, CPA – Senior Tax Associate.

Klewer’s 20 years of experience in the public accounting arena has spanned the range from small, local firms to large, international firms. Throughout her career, she has taught undergraduate courses in marketing and business administration, as well as graduate courses in accounting, at the University of Arizona. She served as chair of the 2006 Tucson Heart Ball and she is a recent past chair of the Board of Directors of the ASCPA.

Newsworthy CPAs Aaron Blau, EA, CPA, recently appeared on the national webcast of Tax Talk Today, discussing the tax implications of the Affordable Care Act. Additionally, Blau was elected as vice-president of the Arizona Society of Enrolled Agents. Paul Evans, CPA, of Kahala Corp., is one of this year’s Phoenix Business Journal’s “40 Under 40.” Jim Swanson, CPA, of Kitchell, was featured in an interview about Kitchell making the Phoenix Business Journal’s Healthiest Employers list.

Bob Wingenroth, CPA, was promoted to City Manager of the City of Surprise. Tanya Perry, CPA, of Goodwill of Central Arizona, was selected to participate in Valley Leadership. Matt Beeler, CPA, from Deloitte & Touche LLP, was approved to sit on the Arizona Board of Accountancy’s Peer Review Oversight Advisory Committee.

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A Dash of SALT

All Businesses Subject to Arizona Sales Tax In 2013, Arizona Governor Jan Brewer successfully pushed for transaction privilege (“sales”) tax reform and, ever since then, the Arizona Department of Revenue (ADOR) has been frantically preparing to implement all of the changes. Last month’s state and local tax (SALT) column focused on how Arizona’s sales tax reform efforts will affect construction contractors. This month’s column focuses on how Arizona’s sales tax reform efforts will affect both contractors and other types of businesses that are subject to sales tax in Arizona, like retailers, restaurants, hotels, leasing companies, printers, utility companies, telecommunications companies, mines and others.

Why Sales Tax Reform Was Necessary in Arizona ADOR currently collects TPT for the state, for all 15 counties, and for most Arizona municipalities that impose privilege taxes. However, until the first of the year, Arizona is one of just four states that also allow municipalities to collect their own taxes. As a result, some businesses are required to obtain separate municipal sales tax licenses, file separate municipal sales tax returns, and separately remit taxes to one or more Arizona municipalities in addition to filing a return with and paying taxes to ADOR; and such businesses are subject to audits by those municipalities as well as to audits by ADOR.

The Objective for Arizona’s Sales Tax Reform Efforts Governor Brewer proposed sales tax reform in an effort to simplify the state’s sales tax system and, by doing so, to promote voluntary compliance.

Accordingly, effective Jan. 1, 2015, Arizona’s sales tax system will be simplified in the following ways:

ADOR Will Issue Sales Tax Licenses and Collect Sales Taxes for the State, Counties, and All Municipalities in Arizona • Rather than allow some municipalities to require businesses to obtain separate municipal sales tax licenses, going forward, ADOR will issue all sales tax licenses from a centralized, online portal. However, due to a compromise with the municipalities who were accustomed to receiving annual licensing fees, ADOR will now require all businesses to renew their sales tax licenses on an annual basis. • ADOR will use the online portal they are setting up to collect all city, county, and municipal sales, use, severance, rental occupancy and jet fuel excise taxes. Thus, businesses will no longer be required to submit separate tax returns to municipalities that, until Dec. 31, 2014, are allowed to collect their own taxes.

ADOR Will Conduct Most Sales Tax Audits and Handle Most Sales Tax Appeals for the State, Counties, and Municipalities in Arizona After the first of the year, municipal tax departments will only be able to conduct sales tax audits for companies that are only engaged in business in that municipality, or when ADOR authorizes the municipality to conduct the audit.

Likewise, no matter who conducts the audit, beginning Jan.1 all audits must be conducted in accordance with procedures outlined in an audit manual that ADOR is developing by auditors who are trained in such procedures, and all assessments for all jurisdictions must be issued in a single notice to the taxpayer from ADOR. And, all appeals of assessments issued after the first of the year must be directed to ADOR and will be administered by ADOR. Practice Tip! — CPAs who work with or for any business that is subject to sales, use, severance, rental occupancy or jet fuel excise tax should make sure that the business is aware of these changes that go into effect on Jan. 1, 2015. AZ CPA James G. Busby, Jr., is a state and local tax attorney and CPA at The Cavanagh Law Firm. Busby previously worked in the SALT departments at Arthur Andersen and Deloitte & Touche. Before entering private practice, Busby was in charge of all transaction privilege (sales) tax audits at the Arizona Department of Revenue. A Dash of SALT ™ is provided for informational purposes only and does not constitute legal counseling. Contact the author at (602) 322-4146 or jbusby@ cavanaghlaw.com.

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Legislative Report by DeMenna & Associates This is an election year, and it isn’t just any election year… the Tea Party has arrived, and is doing its best to make its mark on Arizona policy. Medicaid expansion has become a defining issue and, of course, Senate Bill 1062 once again thrust Arizona into the national spotlight, including mentions on the Daily Show, Letterman, and much more. With the arrival of thousands of Central American children at our borders, the issue of illegal immigration once again skyrocketed to the top of the polls. With virtually every statewide and local office on the ballot, this is a unique year – even by Arizona standards! Session: By the Numbers As any member of the Arizona Society of CPAs will tell you: numbers don’t lie. And in the world of politics, numbers can be quite revealing – just like the

SEPTEMBER 2014 y AZ CPA

box scores in baseball. Looking back at the last 15 years of legislative activity in Arizona, or the “legislative box scores,” reveals the most fascinating statistics. In the last 15 years, Arizona’s lawmakers have introduced an average of 1,252 bills. Of those bills, an average of 325 were ultimately signed into law. That’s not to say that roughly one out of three pieces of legislation introduced each session eventually receives the Governor’s signature. It’s much more complicated than that. Every year since 1999, an average of 25 bills are met with the Governor’s veto stamp. During this 15-year window, Republican Governor Jane Dee Hull vetoed an average of 17 bills each year, while Republican Governor Jan Brewer vetoed an average of 24, and Democratic Governor Janet Napolitano vetoed an average of 30 (of course, the high watermark for vetoes during the Napolitano administration may have had something to do with a Republicanled legislature). Over these last 15 years, Arizona’s legislative sessions have lasted an average of 135 days. Political dustups aside, sessions tend to last longer in odd-numbered years, and are generally cut short in even-numbered years. This year’s session ended after only 101 days, while the 2013 session lasted a whopping 151 days. While most political observers may be left scratching their head over the difference, there’s an old political adage that explains this phenomenon: What does every president want out of their first term? A second term! Advocating, Always While the number of bills, vetoes, and days of session will vary from year to year, the Society serves as an advocate for Arizona’s CPAs at the State Capitol 100 percent of the time. Every year, the ASCPA and its lobbying team strive to ensure that any policy changes in the world of taxation are both sensible and functional. This certainly requires a great deal of coverage. This session, representatives from the Society were engaged in the legislative process well before lawmakers even

12 AZ CPA y SEPTEMBER 2014

As an advocate for CPAs — as well as taxpayers — the Society’s reputation continues to flourish. The Society has truly set itself apart as an organization that supports straightforward and understandable tax policy; a refreshing and unique approach acknowledged by both Arizona policymakers and their staff. convened in January. Society members spent the fall of 2013 providing information and guidance to members of the Legislature’s Joint Task Force on Income Tax Reform. This Task Force was charged with finding ways to simplify Arizona’s personal income tax system, and many of the Task Force recommendations ultimately materialized in a House bill sponsored by Representative JD Mesnard. The bill received additional ASCPA input as it worked its way through the legislative process. But in an interesting turn of events, Governor Brewer vetoed the bill. The Governor cited concerns related to the proposal’s price tag, and in her veto message, Brewer also noted that the legislation would have enacted a single provision of the Internal Revenue Code (IRC) into permanent law, which is inconsistent with the State’s longstanding policy on IRC conformity. The ASCPA provided lawmakers with suggested revisions to a number of other measures, including legislation aimed at tweaking the Arizona Commerce Authority’s Research and Development (R&D) Tax Credit program. As introduced, the R&D-related measure would have precluded new applicants from applying for a second round of refunds. Although the bill’s sponsor was happy to make the changes proposed by the Society, the legislation failed to clear the Senate. Society members worked to ensure that this year’s Tax Corrections Act and conformity legislation ultimately became law. And the ASCPA and its

lobbying team worked closely with the Arizona State Board of Accountancy on additional legislation making further adjustments to last year’s overhaul of the statutes governing CPAs. Blood Sport? Arizona politics have become a “blood sport.” In looking back at this and other recent sessions, it is impossible to overlook the many ways that today’s legislators would have benefitted from the presence of the legislative giants that, at one time, dominated the Arizona legislative process. Stan Turley, perhaps the last of these giants, passed away shortly after the Legislature adjourned in late April. Turley holds the rare distinction of being the only legislator to serve as both Speaker of the Arizona House of Representatives and the President of the Arizona State Senate, something that had not been accomplished in the last 60 years. He brought a unique skill set to policymaking, and was known for his rare ability to see issues through the eyes of others. Turley often described his four-part philosophy to policymaking: “If it’s a moral issue, if it’s gambling, if it’s drugs, if it’s alcohol, if it’s what I consider to be a moral issue, I’m going to do whatever I feel like for myself. I don’t care what anybody else thinks or feels. I’m going to do what I want to do. Then I look at the State’s interests. I think if you identify a State interest, that’s where you should be. Then you go to a district interest, your district where you rep-

resent. And then you go to your Party. The Republicans don’t much like a guy putting the Party down to number four, but that’s my priority.” This is a far cry from the “cage match” approach that has become so common in current policymaking. But it is an approach that would make a significant difference in all aspects of our legislative process. Turley’s passing has had a significant impact on those concerned with the way the legislature functions. For example, many policymakers are taking a serious look at repealing term limits. Despite the challenges that come with each legislative session, the process always moves forward. And while the 2014 budget negotiations carried on for weeks, legislators successfully passed a budget proposal in early April for fiscal year 2015 that met with the Governor’s approval. The Senate and House eventually ended Arizona’s 51st Legislature, 2nd Regular Session on April 24, 2014, at 1:46 a.m. – somewhat early by Arizona standards. But, election year politics often create a strong incentive to con-

clude the state’s business as early as possible, allowing members to hit the campaign trail. This year’s “box scores” had lawmakers introducing 1,205 bills. Of these, 303 received legislative approval, and were transmitted to the Governor for her consideration. Governor Brewer ultimately signed 278 bills into law, while the remaining 25 were vetoed. Looking Ahead Arizona’s elected officials, on the hunt for that next term, have their sites set on the upcoming elections, and Arizona’s CPAs should too. Almost every office, ranging from Governor to your local school board, is up for grabs. Society members should look closely at the candidates running for Governor. Several candidates, considered to be front-runners, have embraced tax-cutting proposals that call for elimination of the State’s personal and corporate income taxes. While this may sound appealing to the average voter, many of these candidates believe that this revenue stream – roughly $4.4 billion

of the State’s $9.5 billion general fund budget – can be replaced with a broad based consumption tax. Translation: service tax. And when it comes to Arizona’s lawmakers, the lion’s share of Arizona’s legislative races were decided in the primary. As an advocate for CPAs — as well as taxpayers — the Society’s reputation continues to flourish. The Society has truly set itself apart as an organization that supports straightforward and understandable tax policy; a refreshing and unique approach acknowledged by both Arizona policymakers and their staff. And while tangible results are often difficult to identify in the lawmaking process, Arizona’s CPAs and taxpayers unquestionably benefit from the ongoing legislative efforts of the Society and its lobbying team; efforts that are ongoAZ CPA ing 100 percent of the time. DeMenna & Associates is the lobbying firm for the Arizona Society of CPAs. They can be reached at (602) 252-5155.

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The Risks of Assisting Nonprofits “Help! My Biggest Client Just Asked Me to Do the Return for Her Favorite Charity” by Brenda A. Blunt, CPA

What do you do when your biggest client tells you she is the treasurer of a local charity and she wants you to prepare its return? You want to keep her happy. How hard could it be, it is just an information return – there is no risk, right? If your practice area does not generally include exempt organization returns, you would do well to remember that IRS Circular 230 requires practioners to “exercise due diligence in preparing or assisting in the preparation of, approving, and filing tax returns, documents, affidavits, and other papers relating to Internal Revenue Service matters.” With that in mind, you should assess whether or not you have the time and inclination to get up to speed on the many tax rules applicable to taxexempt organizations. If you choose to move ahead, here are some things to consider.

SEPTEMBER 2014 y AZ CPA

The IRS’s recent study of Colleges and Universities found that about 90 percent of them under-reported UBI.

What are the risky areas?

Not all inclusive by far, here are some of the biggest risk areas: All public charities are required to complete Schedule A which tests the organization’s qualifications for maintaining public charity status. Because filing an incomplete return is the same as not filing, failure to file the required schedule can result in late filing penalties ($20/day for small organizations, $100/day for large ones). Failure to file complete returns for three years in a row results in automatic revocation of the organization’s tax exempt status. Completing this schedule wrong can be just as dangerous. The available tests can be technically complex and not recognizing your client is failing its public support test can have devastating consequences stemming largely from being subject to the more restrictive rules of private foundations and not knowing it.

Charities are prohibited from engaging in political activities and are limited in its allowable lobbying activities. Not understanding what constitutes political and lobbying activities, and how much is too much, can lead to an unnecessary revocation or cause an organization to believe they can continue to engage in restricted activities putting its exempt status at risk. Failure to accurately identify taxable unrelated business income (“UBI”) or misallocating expenses to identified taxable activities can lead to either an underpayment or overpayment of tax. The IRS’s recent study of Colleges and Universities — sophisticated organizations who should get this right – found that about 90 percent of them underreported UBI. It should surprise no one to see increased audit activity in this area. In fact, the IRS has announced that they will be examining organizations

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with substantial gross UBI revenue who managed to report zero net income from unrelated business activities. Compensation and related party transactions are not only difficult to get right in the return due to complex rules and definitions, but failure to accurately report compensation or certain related party transactions can result in substantial penalties under the Intermediate Sanction rules of §4958. During the same College and University study cited earlier, the IRS found compensation reporting errors in every organization they examined! What are some resources for gaining competency?

The IRS has very detailed instructions for completing the annual information return public charities, (and most other exempt organizations), are required to file – the IRS 990 series of returns. The series includes IRS Forms 990-N, 990EZ, 990-PF, and the 990 itself. Which one you file is dependent upon the characteristics of the organization. There is no longer such a thing as an organization “too small” to be required to file. The 990 is complex, with 12 pages in the core form and 16 supplemental schedules. The hundreds of pages of instructions can be daunting. Still, it is required reading because the instructions have critical information needed to accurately complete the return that cannot be guessed at by just looking at the forms. The IRS also has some useful training tools on its website, www.stayexempt.irs. gov. The site has articles and interactive training videos covering the tax exemption application process, completing IRS form 990, unrelated business income, employment issues, political campaigns and charities, car donation programs, disaster relief, and many others. They won’t make you an expert, but they will help you understand what you are signing up for and what the IRS thinks are AZ CPA common problems. Brenda Blunt, CPA, is a partner in the exempt organization practice of Eide Bailly LLP. She can be reached at BBlunt@ eidebailly.com.

Collection calls are relatively effective, inexpensive, immediate, personal and informative. Staff should be trained on the rules under the “Fair Debt Collection Practices Act” (FDCPA), which prohibits unintentional harassment of debtors. Anger management and mediation training will also help staff deal with difficult people. Once you have sent 30-, 60-, and 90day letters, turn the account over to a professional collection agency to avoid spending valuable time and resources on deadbeats. If a client offers a reasonable partial payment, consider taking it and disengaging. This will free up more of your valuable time to pursue better clients who pay their bills on time and in full.

Billing, Collecting and Disengagement

Client Screening Tips

Basic steps can be taken to avoid or manage most billing and collection problems. Client screening and engagement letters are the first steps toward controlling losses and enhancing your clientele, but better billing and collection practices are also valuable ways to enhance cash flow.

Re-evaluate your relationships with clients on a regular basis—at least annually—to identify problematic or less desirable clients that may be keeping your firm from developing the clients it wants. Post-tax season is a good time to screen clients for actual or potential problems, as there is ample lead time for a tax client to replace you in the event you decide to disengage. Following are some of the warning signs that it may be time to disengage from certain clients, ideally after they have paid their bills.

Billing Tips

Difficult Behavior

If the bill or its description of services is unclear, clients will be inclined to put it aside and to call about it later, lengthening the time it takes to pay the bill. Bills that are standardized, clear, concise and descriptive are more likely to be paid sooner. All professionals with the firm should be accountable for their timesheet and billing deadlines, but their billable time should be protected by using administrative staff with appropriate training and support to prepare bills and collect payments. Timely billing leads to better collections. It’s sometimes best to bill more frequently than monthly, as smaller bills are generally paid sooner than larger ones. Different services often require different billing practices. Consider alternative fee structures, such as hourly rates, fixed fees, value pricing, refundable advance retainers and replenishment, or a combination of structures. If you need professional help for billing practices, don’t hesitate to get it.

Does the client provide the documents you need? Return your phone calls? Or is the client non-responsive, causing delays? Difficult behavior should be explored. It may be an indication of business, financial or personal problems. Uncovering the source of the problem might help, but be sure to take swift action to remedy the situation or disengage before it worsens.

by Randy R. Werner, J.D., LL.M./Tax

Collection Tips Communicate frequently with the client and gently remind the client of future services needed. Speak to the person in charge of authorizing the bill payment when it’s due. If it’s a large balance due, call 10 days before the due date to be sure the invoice has been received.

Withheld Information When a client does not provide the information you need, carefully consider the problem. Is the problem sloppy record keeping, or is the client deliberately withholding information? If it looks deliberate, be cautious, es-

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pecially if you are urged by the client to proceed with work without having proper documentation. Client behavior such as this is a red flag, and repeated delays could be the result of unethical or illegal activity.

Changes in Client’s Business Changes in a client’s business may lead the client in a direction that causes you to reconsider the relationship. A client may, for example, buy a business that requires work you are not qualified to perform. Or a start-up client may grow and decide to go public, and you may not want to perform the public work. Such changes can alter the professional relationship and result in a situation that causes you to disengage.

Changes in Your Firm When your firm changes, you may also need to change your client base. The loss of a partner with expertise that the other partners don’t possess will require a decision by the firm regarding continued service to the former partner’s clients. The firm may decide that it no longer wants to continue performing a particular type of work. Or it may decide to go in new directions. Review your client base whenever your firm changes and determine whether or not all existing clients still fit the firm.

Potential Conflicts of Interest Consider all client situations carefully to spot potential conflicts of interest, which may affect your objectivity or independence—even if you are not engaged to do attestation work. Examine potential or actual conflicts of interest from a broad point of view, considering the client’s perspective as well as those of other stakeholders such as owners, investors, partners, beneficiaries and spouses. Troublesome scenarios can include a partnership break-up, a failed investment, bankruptcy, a trust, merger, divorce, or anything else that can create opposing or disappointed factions.

Disengagement Get a Quote 1.888.706.4070 copperpoint.com

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When you decide to disengage, terminate the relationship professionally

Review your client base whenever your firm changes and determine whether or not all existing clients still fit the firm... When you decide to disengage, terminate the relationship professionally and formally with a disengagement letter. and formally with a disengagement letter. The letter should always contain clear statements, a description of your work, and a list of any due dates or filings. Try to provide ample lead time before a client’s deadlines to better protect yourself. Your client need not feel antagonized in any way. Done effectively, disengagement can leave your client feeling that you have acted in the best interest of both parties. Effective communication is a key factor in any CPA-client relationship. When you work to stay informed and in control, you are safeguarding your firm. In the end, client screening and disengaging are good practices that will help grow your business and avoid AZ CPA liability. Randy Werner, J.D., is a CPA (CA) and a loss prevention executive with CAMICO (www.camico.com). She responds to CAMICO loss prevention hotline inquiries and speaks to CPA groups on various topics. Werner has Big Four public accounting experience in federal and state tax, as well as regional accounting firm experience.

Cost Allocation for Nonprofits by Diane Groover, CPA, MBA

Are you sure that all of your costs are accounted for when you set your pricing structure, bid for services or negotiate contracts? Are you submitting all eligible expenses in your reimbursement requests or invoicing your customers the accurate amount? Knowing the total cost of providing a service, planning an event or selling merchandise is essential for the bottom line. Cost allocation identifies expenses that may not be apparent and provides a realistic picture of what different programs and other activities actually cost. In addition to fund raising, nonprofits may administer a variety of programs funded by Federal, State, and local agencies. For not-for-profit (NFP) organizations that manage multiple programs or have more than one funding source, a cost allocation plan is critical to all aspects of the organization: budget planning, management decisions, reimbursement recovery, and demonstrating the NFPâ&#x20AC;&#x2122;s value to donors.

It is essential for managers to understand cost allocation as it relates to their own organization, including the appropriate method for allocating costs, awareness of error triggers and appreciating how indispensible cost reports can be for decision development. Shared costs such as administrative services or IT support are captured temporarily in cost centers. However, to know the actual cost of operating a program, those shared expenses need to be allocated at least annually, and more frequently for accurate interim reporting or reimbursement requests. Consider the importance of accounting for all costs in the following ordinary business activities: Allocation determines the percentages of program, management, and fundraising that will appear on the IRS Form 990 return;

SEPTEMBER 2014 y AZ CPA

Construction Industry Conference October 29 Desert Willow Conference Center, Phoenix There were changes to sales tax that will become effective January 2015. What is your liability? Find out how this impacts the construction industry exponentially. It could cost tens of thousands and upwards of a million dollars on large projects. Attend this conference for the latest developments. Other topics include:

• • • • • •

Document for Protection Practical Implementation of Healthcare Independent Contractors/Classification of Employees Contractors’ Ethics Contractors’ Update Panel: Fraud and the Controls to Prevent It

Learn more and register at www.ascpa.com, click on Conferences

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Certain costs and the value of volunteers may be excluded from UBIT tax liability; Reimbursable expenses must not only meet eligibility criteria, but there are often specified settlement periods; An allowable reimbursement may be significantly less than the actual cost incurred. The excess expense may qualify for allocation to other programs administered by the NFP or the NFP may be able to apply for outside sources to pay the difference rather than absorbing the cost from its unrestricted funds. Cost allocation apportions common costs to the programs that benefit from the services. Direct costs can be identified specifically with a project, but may need to be allocated from service departments to operating departments. Allocating internal service support costs will help department managers understand the true cost of their operations and give them better insight for effective planning and cost control. Indirect costs are incurred for joint objectives and cannot be specifically identified with a particular activity or program. Yet these costs are necessary for the programs to function. Periodic cost allocation provides more meaningful financial and performance reporting. Consider situations where several organizations enter into a cooperative agreement to leverage reduced pricing. A good cost allocation plan will lend confidence that a fair method is used to distribute the aggregate costs among the participants. Regulation adds another complex layer to ensuring a healthy margin on the Statement of Activities. For agreements with payers who have a rule book that defines how your business can receive money from them, it becomes even more critical to identify eligible reimbursable costs, to request payment at the right time and to process the request according to the rule book. Errors in determining cost basis can have a negative financial impact. The changes in the healthcare industry are a prime example of where

One benefit of a well thought out cost allocation plan for grant funded programs may be the early detection and intervention of cost error audit findings.

effective cost allocation can make or break the net margin. The Affordable Care Act introduces a myriad of metrics and threshold requirements. Organizations that participate in the Medicare program must comply with a dizzying array of rules that determine eligibility for reimbursement — note that’s reimbursement — increasing the risk for maintaining a positive net margin to say nothing of positive cash flow. Cost-based Medicare reimbursement regulations are embedded with complex scenario-based calculations that prescribe which costs may be reimbursed and for how much. An accurate cost report is not only a legal requirement, but determines how much the organization will recover from Medicare. Grants and other sponsored programs are another vital area for apportioning related costs not captured directly in

the program fund. Sponsors, especially federally funded grant programs, look for compliance with their specific program regulations. While there are several standard accounting methods that may be used to allocate costs based on business activity, some sponsors may disallow certain methods. Additionally, the funder may have rules about when reimbursement may be requested. If the reimbursement is claimed after the project period expires, payment may be denied even though the cost was allowable. One benefit of a well thought out cost allocation plan for grant funded programs may be the early detection and intervention of cost error audit findings. Audit findings may prompt a granting agency to demand refund of costs already reimbursed, even after the grant project has been completed.

With increasing collaborations among NFP, governments and industry, it is essential to allocate costs related to your organization at key junctures in your business cycle such as budget development, official reporting periods and reimbursement due dates. The right cost allocation plan for your organization can provide executives with necessary information for strategic planning decisions, cash flow projections, and investment decisions needed to foster long term business success. If you are interested in learning more about cost allocation, the ASCPA is offering a two-hour seminar and webinar on September 17. Rob Leslie, a partner at Eide Bailly LLP, will present. To register go to www.ascpa.com and search for keyword NFPSEP for the in-person course and NFPSEPW for AZ CPA the webinar. Diane Groover, CPA, MBA, is the assistant vice chancellor for financial operations at Pima Community College where she oversees the budget process, financial reporting, banking and payment systems for students and vendors. She can be reached at diane.groover@pima.edu.

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In the Black ... Adventures in Accounting I’m changing my last name to Ochonueve ... the year I passed the CPA Exam!

We think it’s time for you to move out...

Make sure you keep the State Board of Accountancy updated on any changes in your life. SEPTEMBER 2014 y AZ CPA

Classifieds Business Opportunities/Practices for Sale CPA FIRM SEEKING TO BUY CLIENTS — Established over thirty years, we are experienced in smooth transitions and maintaining high client retention. We specialize in servicing small to medium businesses. If you are planning on retiring, we can customize a transition for you. If you want to downsize or change careers, we will buy part of, or your entire client base. We service the entire metropolitan Phoenix area and offer complete accounting and tax services. Call Craig today at (480) 990-2727 or email craig@awcpas.com. CPA Firms Seeking to Support Positive Succession Plan — CPA firms seeking flexible succession plan – REDW is a regional CPA firm looking to acquire Phoenix based CPA practices. Ideal candidates are those firms that provide tax and consulting services to high net worth individuals and businesses with collected billings between $250,000 and $1,000,000 annually and are looking to transition their clients and fulfill a succession plan. REDW provides a flexible succession plan model with opportunity for owners and team members to earn income and participate in REDW benefits. Contact Mike Allen at mallen@redw.com or call (602) 730-3602 to learn more about this opportunity. FLAGSTAFF CPA LOOKING TO EXPAND — Established CPA in Flagstaff interested in purchasing clients or will work with in a transition plan. Business tax work preferred. Contact flagcpa@yahoo.com. TUCSON CPA TAX PRACTICE AVAILABLE FOR MERGER/BUYOUT — Two retirement minded partners of a $1 million, primarily tax practice in Tucson seek a firm that wants to merge or buy out the partners. The practice is highly profitable with a strong concentration in business and individual tax preparation and

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consultation. Firm would also consider a strong candidate to buy into the practice. Please send inquiries to yazzr33@ gmail.com or CPA 6590 North Regal Manor, Tucson, Az 85750.

Employment SENIOR TAX MANAGER — CPA required. Prepare and review complex business tax returns. Part time position. Dynamic firm. Paperless environment. Highly technical. Qbooks, Lacerte, RIA and Practice CS are utilized. Flexible hours are available. Attach resume in pdf to lams12@aol.com. TAX AND AUDIT PROFESSIONALS – REDW — As one of the largest, fullservice CPA and business consulting firms in the Phoenix metropolitan area, REDW provides a broad range of services to a diverse client base. Our rapid growth and increasing demands for our services has created a need for highly motivated tax and audit professionals to join our Phoenix team. Successful candidates will have the opportunity to enhance their technical and professional skills, build and expand client relationships, and learn from industry leaders. If you are looking for a career instead of job and have what it takes, apply at: redw.com/careers or contact Jessica Taylor at jtaylor@redw.com. ACCOUNTING SUPERVISOR — Central Arizona Project (CAP) - CAP is the largest supplier of renewable water in the state of Arizona. We employ nearly 500 people who work together to fulfill our valuable mission. We offer competitive salaries and excellent benefits. In this position, you would supervise the Accounting Operations Division which includes general accounting, payroll and accounts payable to safeguard the assets of the CAP and appropriately recording and reporting CAP financial activity. Requirements: Bachelor’s degree in Accounting, CPA, 7 years of experience, 3 years with P&L, and 2 years supervisory experience. Salary Range $75,275.20 $94,099.20 Visit our website for more

information and to apply! EOE http:// www.cap-az.com/index.php/employment/ job-opportunities. Accountant — Terkelsen, Smith, Tyree & Snell, PLC — Our leading Yuma-based CPA firm is seeking an experienced Accountant to help lead junior staff and to work hand-in-hand with directors and partners on complex audits as well as tax planning and preparation. A successful candidate will be customer service oriented with excellent interpersonal and communication skills. He or she should be dependable and self-motivated with a strong sense of responsibility and commitment to meeting deadlines. In addition, the candidate will be able to work independently and as a member of a team. Interested candidates are encouraged to send cover letter and resume to tstsCPAs@gmail.com or to TET@TSTScpas.com. CLASS A OFFICE SPACE AVAILABLE to Share in Kierland/Scottsdale Airpark Area — North Scottsdale law firm is looking to sublet furnished office space to suitable tenant(s). Includes covered parking, full security system, and shared use of conference room, file cabinets, work room/ kitchen, and reception area. Secretarial cubical space also available. Easy access to Loop 101 and SR 51. Contact Hart at (480) 348-6400 or email Hart. Robinovitch@zimmreed.com. SENIOR ACCOUNTANT, EXTERNAL REPORTING — Amkor Technology — We are seeking a highenergy, Senior Accountant, External Reporting to join our Chandler, AZ, corporate offices. This position will be primarily responsible for supporting the process for SEC filings and conducting technical research. • Participate in 10-K/10-Q filing process, including preparing footnote disclosures • Interface with internal and external auditors and provide explanations as needed • Assist in providing guidance on

accounting issues to our foreign finance teams • Conduct research, document and implement conclusions regarding technical accounting treatment for non-routine transactions and new accounting pronouncements Please visit the About Us page at www. amkor.com to view the position and to apply. CPA-Accounting and Tax Professional — Rochford, Burns, Nasses & Associates, LLC. Our firm is seeking to hire a CPA new to the industry or willing to be trained in our process. This position will be primarily tax return preparation for individuals, small businesses, large businesses, and partnerships. There is also monthly accounting work. This position will offer hands-on training from one of our partners, with attention to detail a must. We are a small firm, offering potential partnership growth in our firm. We use Proseries for tax clients and QuickBooks for accounting clients. Salary: $40,000-$60,000 with start date of October 1, 2014. To apply send resumes to: natalie@rochfordburns.com. CPA Firm Staff Accountant —Nine-member Tempe/Mesa CPA firm has an immediate opening for an experienced accountant (CPA not required but preferred) with proven client handling ability to join our successful team. We do no auditing, but loads of closely-held business accounting assistance, tax planning, consulting and tax preparation. We offer great benefits, flexibility and the opportunity for personal and professional growth. Our requirements: recent CPA firm experience, tax return preparation experience, QuickBooks proficiency, and a willing attitude to work as a team to passionately serve our clients. Please send resumes to: tempecpa2014@gmail.com. Tax Preparer — Established Scottsdale CPA firm looking for experienced tax preparer. Telecommute. Flexible hours & schedule. 1040s & business

tax returns. GoSystem Fasttax software experience a plus. Email resume to mike@patinella.com or fax to Mike at (480) 361-6204. TAX STAFF — Rapidly expanding East Valley CPA firm is seeking experienced Tax Staff to prepare business and individual returns. QuickBooks knowledge and experience required. This is an excellent “ground floor” opportunity. Please send resume togerry@ hendersonwillis.com.

Office Space CLASS A OFFICE SPACE AVAILABLE TO SHARE IN KIERLAND AREA.North Scottsdale law firm is looking to sublet furnished office space to suitable tenant(s). Monthly rent $750–$800 per office space. Includes secretarial cubical space, full security system and shared use of common areas such as conference room, file cabinets/rolling file system, work room/kitchen, and furnished reception area. Offices have view of Westin Kierland golf course with access to patio overlooking golf course. Easy access to Loop 101 and SR 51. Contact Hart at (480) 348-6400 or email Hart. Robinovitch@zimmreed.com. DOWNTOWN PHOENIX CPA ANNEX-DESIGNED BY A CPA FOR A CPA—9 were available, ONLY 3 left. Free Rent and Free Parking. Office Space $500 per month. Ideal for sole proprietor. Walk to Ball Park, Basketball Arena and great restaurants. Dynamic environment. Collaborate. Share re-

sources. Class A Office. Call Lance at (602) 741-7876. www.office4cpa.com. Share Space Or Merg — Established North Scottsdale CPA would like to share office space, administrative and professional staff with another CPA or larger CPA firm. Willing to merge or possibly purchase your practice in the future. If interested, please respond to scottsdalecpa123@gmail.com. OFFICE SPACE FOR RENT — East Valley Office Space for rent. 2 offices available. Dobson & US 60 location. Ideal for starting your practice. Conference Room, etc. Call Tom at (480) 820-5077. PROFESSIONAL SUITE — 16TH STREET CORRIDOR — 2,250 SF of recently renovated suite space. Two large offices, bullpen, conference room, large utility room, server room, storage, reception, and use of bathrooms and break room. Access to Cox or T1. Possibility of shared resources/services with other CPA’s in building. May have furniture available, including cubicles. Jason (602) 850-5110 or Jason@azcre. biz. SHARE SPACE WITH FUTURE MERGER — TUCSON — Established CPA firm on Tucson’s east side would like to share office space with another CPA or CPA firm with future merger of our practices. Excellent opportunity to expand your practice. If interested, please respond to tucsoncpa789@gmail. com.

ASCPA Joint Networking Event

with Attorneys & Bankers Sept. 18 Morton’s Scottsdale 5:30 - 8 p.m. Free for members. Register at www.ascpa.com using course code LIVE2.

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