Market Volatility: Looking for Opportunity

Market Volatility: Looking for Opportunity

 

In Chinese, the word "crisis" is composed of two parts. One symbolizes "danger"; the other represents "opportunity." If you can keep your head while all around you are losing theirs, you may be able to take advantage of remarkable opportunities. Though all investing involves risk, including the possible loss of principal, and there can be no guarantee that any strategy will be successful, your financial professional may be able to help you decide if any of the following may be appropriate for you.


Rebalancing at a discount

If you rebalance your portfolio periodically to try to maintain a certain percentage of your assets in a variety of investment types, market volatility might offer a good opportunity to consider your level of diversification. Rather than abandoning a single asset class entirely, you might look at adjusting your portfolio in a way that spreads your bets across a wider range of asset classes. Though diversification can't guarantee a profit or insure against a loss, of course, it might help better position your portfolio for the future. And the silver lining to indiscriminate broad-based market turmoil is that depending on the types of investments you want to add to your portfolio, you may be able to acquire them at a discount.


Being willing to use tough times

Anyone can look good during bull markets; being able to learn from a volatile market can better prepare you for the future. Sometimes the best strategy is to take a tax loss if that's a possibility, learn from the experience, and apply the lesson to future decisions. There are other ways to wring some benefit from a down market. If you've been considering whether to convert a tax-deferred plan whose value has dropped dramatically to a Roth IRA, a lower account balance might make a conversion more attractive. Though the conversion would trigger federal income taxes, that tax would be based on the reduced value of your account. A financial professional can suggest whether and when a conversion might be advantageous. Also, some sound research might turn up buying opportunities on investments whose prices are down for reasons that have nothing to do with the fundamentals.


Playing defense

During volatile periods in the stock market, many investors reexamine their allocation to such defensive sectors as consumer staples or utilities, which tend to experience relatively stable demand for their goods and services whether the economy is doing well or poorly (though like all stocks, those sectors involve their own risks). Businesses in defensive sectors aren't immune from economic hard times, overall market movements, or problems within individual companies. However, the ups and downs of stocks considered "defensive" have generally been a bit less dramatic than in sectors where revenues are heavily affected by the economic climate (past performance is no guarantee of future results, of course). Dividends also can help cushion the impact of price swings. Dividend income has represented roughly one-third of the average monthly total return on the Standard & Poor's 500 stocks since 1926.


Using cash to help manage your mindset

Holding cash and cash alternatives can be the financial equivalent of taking deep breaths to relax. It can enhance your ability to make thoughtful investment decisions instead of impulsive ones. A cash position coupled with a disciplined investing strategy can change your perspective on market volatility. Knowing that you're positioned to take advantage of a downturn by picking up bargains may increase your ability to be patient.

That doesn't necessarily mean you should convert your entire portfolio into cash. A period of extreme market volatility can make it even more difficult than usual to pick the right time to make any large-scale move. Watching the market move up after you've abandoned it can be almost as painful as watching it go down. And are you sure you'll be able to pick the right time to move back into the market? Finally, an all-cash portfolio may not keep up with inflation over time; if you have long-term goals, consider the impact of a major change on your ability to achieve them. An appropriate asset allocation that takes into account your time horizon and risk tolerance should provide you with enough resources on hand to prevent having to sell stocks to meet ordinary expenses or, if you've used leverage, a margin call.


Checking your withdrawal rate

If you're retired and relying on your investments to produce an income, market volatility can be especially challenging. If your nest egg has shrunk as a result of market turmoil, you may need to rethink the rate at which money is taken out. If you currently increase the amount you withdraw from your portfolio each year by enough to account for inflation, you may be able to do away with those increases for a year or two, especially if inflation is relatively benign.

If you're withdrawing, say, 4% of your portfolio per year but you're concerned about losses, you might consider not automatically withdrawing the same dollar amount in upcoming months. Instead, you could base your 4% withdrawals on your portfolio's current value and withdraw that amount. For example, if you've been withdrawing 4% of a $1.2 million portfolio that is now worth $900,000, you could withdraw $36,000 next year--4% of $900,000--instead of the previous $48,000. You also may want some expert help in determining whether your withdrawal rate itself--the percentage of your portfolio you withdraw each year--needs to be adjusted. Trimming your budget or finding additional income sources might help you avoid having to sell at an inopportune time.


Staying on track by continuing to save

Regularly adding to an account that's designed for a long-term goal may cushion the emotional impact of market swings. If losses are offset even in part by new savings, the bottom-line number on your statement might not be quite so discouraging. If you're using dollar-cost averaging--investing a specific amount regularly regardless of fluctuating price levels--you may be getting a bargain by continuing to buy when prices are down. However, you'll also need to consider your financial and psychological ability to continue purchases through periods of low price levels or economic distress; dollar-cost averaging loses much of its benefit if you stop just when prices are reduced. And it can't guarantee a profit or protect against a loss.

If you just can't bring yourself to invest during a period of uncertainty, you could continue to save, but direct new savings into a cash equivalent investment until your comfort level rises. Though you might not be buying at a discount, you'd at least be creating a pool of money to invest when you're ready. The key is not to let short-term anxiety make you forget your long-term plan.
 
If you have any questions, please do not hesitate to contact me at dkdowell@dkdcpa.com

Tax Versus Non Qualified Long Term Care Policies

This article addresses the main differences between the tax qualified (TQ)
and the non-tax qualified policies. Which one is right for you? You can only
make this decision after you look at both of your options.

Because tax qualified policies are now considered the same as accident and
health policies, they may be eligible for tax deductions. They must also
adhere to the standards set forth by HIPAA. Non-tax qualified policies are
currently not eligible for any tax deductions and they do not have to meet
any of the standards that HIPAA requires. Below we will examine the
differences in benefit triggers, tax deduction status, and the taxability of
benefits.


Benefit Triggers

Tax Qualified Policies:
These policies are required to use the same criteria to determine when
benefits should be paid under a policy. Included in the benefit triggers for
a TQ policy are the following:

1.. The insured is expected to be unable to perform (without "hands-on or
stand-by" assistance) at least 2 of 5 or more activities of daily living
(ADLs). The activities of daily living are: bathing, eating, dressing,
toileting, transferring, and maintaining continence. (
California requires
all 6 ADLs to be used.)


2.. Cognitive Impairment: The insured is diagnosed with a severe cognitive
impairment where it is determined they are a threat to themselves or others.


3.. 90-Day Certification: TQ policies require certification of expected
need for care of at least 90 days. NTQ policies do not require this
certification.

a.. If you do not initially get the 90-day certification and you end up
needing care longer than 90 days, your health care practitioner can certify
that happened and the insurance company will pay retroactively based on your
elimination period.


b.. If you do not get the 90-day certification and only need care for
say, twenty days, those days would not count towards your deductible.

Non-Tax Qualified Policies:
These policies have no standardized benefit triggers. Therefore, the carrier
can determine how liberal or strict they want their benefit triggers to be.
Non-Tax Qualified benefit triggers can include medical necessity as a
benefit trigger, and can require that the policyholder only needs help with
one activity of daily living.


Tax Deduction Status

Tax Qualified Policies:
The premiums paid for these policies are eligible for both Federal and State
tax deductions. These are discussed in detail in the Federal and State
section.

Non-Tax Qualified Policies:
The premiums paid for these policies currently do not receive any tax
deductions.


Taxability of Benefits Form 1099-LTC:

All carriers are required to issue Form 1099-LTC to all beneficiaries when
benefits are paid from either a TQ or NTQ policy. According to HIPAA, the
benefits on a TQ policy are definitely not taxable, but there is no mention
or decision relative to the taxation of benefits on a non-tax qualified
policy. Some proponents of NTQ policies are not concerned about the tax
ramifications from a Form 1099-LTC because they think that the cost of the
long-term care can be deducted as a medical expense so it will be a wash.
Unfortunately, this is not true because the instructions for IRS Form 1040,
Schedule A-Itemized Deductions, say: "Caution: Do not include expenses
reimbursed or paid by others." A policyholder may deduct only the costs of
care that were not reimbursed.

If you have any questions, please e-mail me at dkdowell@dkdcpa.com

Market Volatility and Your Emotions

When dealing with a volatile market, sometimes the most difficult challenge is to manage your emotions. If you decide you need to re-examine your game plan, it should be done with as much care as you put into developing that plan in the first place. Your financial professional may be able to help you decide if any of the following may be appropriate for you.

 

 

Knowing what you own and why you own it

 

When the market goes off the tracks, knowing why you originally made a specific investment can help you evaluate whether those reasons still hold, regardless of what the overall market is doing. Understanding how a specific holding fits into your overall portfolio can also help you consider whether a lower price might actually represent a buying opportunity. If you're not really sure what role a security plays in your portfolio, it's never too late to find out. That knowledge can be important, especially if you're considering replacing your current holding with another investment.

 

 

Have a game plan

 

Setting predetermined guidelines that recognize the potential for turbulent times can help prevent emotion from dictating your decisions. For example, you might take a core-and-satellite approach, combining the use of buy-and-hold principles for the bulk of your portfolio with tactical investing based on a shorter-term market outlook. If you're an active investor, a trading discipline can help you stick to a long-term strategy. For example, you might determine in advance that you will take profits when a security or index rises by a certain percentage, and buy when it has fallen by a set percentage. You also can use diversification to try to offset the risks of certain holdings with those of others. Diversification may not guarantee a profit or protect against the possibility of loss, but it can help you understand and balance your risk in the future.

 

 

Remembering that everything is relative

 

Asset allocation generally is responsible for most of the variance in portfolio returns. If you've got a well-diversified portfolio, it could be useful to compare its performance to relevant benchmarks. If your investments are at least matching those benchmarks, that realization might help you feel better about the your long-term strategy. Just because a particular index may have dropped doesn't necessarily mean your entire portfolio is down by the same amount. Even when everything seems to be struggling, some asset classes may be struggling less than others.

 

 

Telling yourself that this too shall pass

 

The stock market is historically cyclical. Though past performance is no guarantee of future results, there have been a half-dozen previous bear markets--declines of 20% or more--since the early 1970s,* and though it may have taken a while, the market eventually bounced back every time. Even if you wish you had sold at what turned out to be a market peak, or regret having sat out a buying opportunity, you may well get another chance at some point. Neither the ups nor the downs are likely to last forever, even though at the time they may feel as though they will. Even in the midst of the Great Depression, there were short-term rallies and trading opportunities. And in some cases, people built fortunes over time by investing carefully just when things seemed bleakest. Even if you feel you need to make changes in your portfolio, they don't necessarily need to happen all at once. Don't hesitate to get expert help.

 

*Source: Stock Trader's Almanac 2011

 

 

Remembering your road map

 

If you feel you need to make changes in your portfolio, there are ways to do so short of a total makeover. You could test the waters by redirecting a small percentage of one asset class into another. You could put any new money into a type of investment you feel is well-positioned for the future. You could set a stop-loss order to prevent your investment in a security from falling below a certain level, or have an informal threshold below which you will not allow a given investment to fall before selling. Though all investing involves risk, including the possible loss of principal, and there can be no guarantee that any strategy will be successful, there are many possible ways to pursue your investment goals. Getting expert help can assist you in determining which if any might be useful to you.

 

If you have any questions, please do not hesitate to contact me at dkdowell@dkdcpa.com

Business Succession Planning

In a small business the owner(s) typically develops a unique bond to the business, unlike the typical corporation/employee relationship. The owner is often interested in ensuring that the business remains intact after his or her retirement or death. Perhaps the business owner would like to pass the business on to family members or sell the business to valued employees.

At any given time, close to half of U.S. small businesses are facing the transfer-of-ownership issue. Founders are trying to decide what to do with their businesses; however, the options are few. The following is a list of options to consider:

  • Retain family ownership and management control.
  • Retain ownership but hire outside management.
  • Sell to an outsider or employee.
  • Close the doors.

To be one of the few family businesses that survive transfer of ownership requires a good understanding of your business and your family. There are four basic reasons why family firms fail to transfer the business successfully from generation to generation:

  • Lack of viability of the business.
  • Lack of planning.
  • Little desire on the owner's part to transfer the firm.
  • Reluctance of offspring to join the firm.

These factors, alone or in combination, make transferring a family business difficult, if not impossible. The primary cause for failure, however, is the lack of planning. With the right plan in place, the business, in most cases, will remain healthy.

The family/business strategic plan is needed to maintain a healthy, viable business. This plan establishes policies for the family's role in the business. For example, it may include an entry and exit policy that outlines the criteria for working in the business. It should include the creed or mission statement that spells out your family's values and basic policies for the business. The family strategic plan will address other issues that are important to your family. By implementing this plan, you may avoid later conflicts about compensation, sibling rivalry, ownership and management control.

A succession plan will ease the founding or current generation's concerns about transferring the firm. It outlines how succession will occur and how to know when the successor is ready. Many founders do not want to let go of the company because they are afraid the successors are not prepared, or they are afraid to be without a job. Often, heirs sense this reluctance and plan an alternative career. If, however, the heirs see a plan in place that outlines the succession process, they may be more apt to continue in the family business.

An estate plan is critical for the family and the business. Without it, you will pay higher estate taxes than necessary. Taking the time to develop an estate plan ensures that your estate goes primarily to your heirs rather than to taxes.

Although it is not easy, the commitment made by all family members during the planning process is the key ingredient for business continuity and success. The first rule for successfully operating and transferring the family firm is: Share information with all family members, active and non-active. By doing this, you will eliminate problems that arise when decisions are made and implemented without the knowledge and counsel of all family members.

This Financial Guide will help you plan for a successful transfer of ownership and avoid many of the problems family businesses face when transfer of ownership occurs. The Guide discusses each of the planning areas listed above, gives an overview of methods for implementing the transfer and provides a planning checklist.

What Makes The Family Business Unique?

This section will explore the nature of the family business as a dual operating system and will identify issues of greatest concern to family business owners, as identified by family business owners across the United States. As you review these issues, you will see that, although you and your family are unique, the challenges you face are not, because almost every family business shares the same problems.

Also, perspectives of the individuals involved in a family business will be presented. We tend to confuse personality with perspective-understanding the viewpoints of the different actors involved in the family business (active and non-active) can help alleviate conflicts that may arise.

What Is a Family Business?

Defined simply, a family business is any business in which a majority of the ownership or control lies within a family and in which two or more family members are directly involved.

It is also a complex, dual system consisting of the family and the business. Family members involved in the business are part of a task system (the business) and part of a family system. This is where conflict may occur because each system has its own rules, roles and requirements. For example, the family system is an emotional one, stressing relationships and rewarding loyalty with love and with care. Entry into this system is by birth, and membership is permanent.

The role you have in the family-husband/father, wife/mother, child/brother/sister-carries with it certain responsibilities and expectations. In addition, families have their own style of communicating and resolving conflicts, which they have spent years perfecting. These styles may be good for family situations but may not be the best ways to resolve business conflicts.

Conversely, the business system is unemotional and contractually based. Entry is based on experience, expertise and potential. Membership is contingent upon performance, and performance is rewarded materially. Like the family system, roles in the business, such as president, manager, employee and stockholder/owner, carry specific responsibilities and expectations. And like the home environment, businesses have their own communication, conflict resolution and decision-making styles.

Conflicts arise when roles assumed in one system intrude on roles in the other, when communication patterns used in one system are used in the other or when there are conflicts of interest between the two systems. For example, a conflict may arise between parent and child, between siblings or between a husband and wife when roles assumed in the business system carry over to the family system.

The boss and employee roles a husband and wife might assume at work most likely will not be appropriate as at-home roles. Alternatively, a role assumed in the family may not work well in the business. For instance, offspring who are the peace makers at home may find themselves mediating management conflicts between family members whether or not they have the desire or qualifications to do so.

A special case of role carryover may occur when an individual is continually cast in a particular role. This happens primarily to children. Everyone grows up with a label: the good one, the black sheep, the smart one. While a person may outgrow a label, the family often perceives that person as still carrying the attribute. This perception may affect the way that person operates in the business.

Family communication patterns don't always affect the business, but when they do it can be very embarrassing. Often you say things to family members in a way you would never speak to other employees or managers. This problem is compounded when your communication is misread by the family member. Often parents are surprised by a son's or daughter's negative reaction to a business directive or performance evaluation. This reaction is probably because the individual perceived the instructions or evaluation as orders or criticism from Dad or Mom, not from the boss.

System overlap is apparent when conflicts of interest arise between the family and the business. Some families put personal concerns before business concerns instead of trying to achieve a balance between the two. It is important to understand that the family's strong emotional attachments and overriding sense of loyalty to each other create unique management situations. For example, solving a family problem, such as giving an unemployable or incompetent relative a position in the firm, ignores the company's personnel needs but meets the needs of family loyalty.

Another example of conflict of interest occurs when business owners feel that giving children equal salaries is fair. Siblings who have more responsibility but receive the same pay as those with less responsibility usually resent it. In cases of sibling rivalry, it isn't unusual for one sibling to withhold information from another or try to engage in power plays, i.e., behaviors that can be detrimental to the firm.

Much of this behavior can be eliminated or managed by devising policies that meet the needs of both the family and the business. Developing these policies is part of the family strategic planning process. Before discussing them, you should make sure you have identified all the issues that need to be addressed.

Issues in the Family Business

The list below contains the issues that most family businesses face:

  • Participation-who can participate in the family business and under what circumstances.
  • Leadership and ownership-how to prepare the next generation to assume responsibility for the business.
  • Letting go-how to help the entrepreneur let go of the family business.
  • Liquidity and estate taxes.
  • Attracting and retaining non-family executives.
  • Compensation of family members-equality versus merit.
  • Successors-who chooses and how to choose among multiple successors.
  • Strengthening family harmony.

All of these issues and the others you include in the Family Business Assessment Inventory can potentially cause business conflict and family stress. But there are three steps you can take to manage conflict and stress in a family business:

  • Identify issues that may cause conflict and stress.
  • Discuss these issues with the family.
  • Devise a policy to address them.

A discussion of policy making, as well as establishing a forum conducive to it, will be addressed later, in the section Family Retreat.

Who Are the Actors?

The next consideration in understanding the family business is to understand the perspectives of those involved. Without this understanding, managing a family business will be difficult. The actors in the family business can be divided into two groups: (1) family members and (2) non-family members. Each group has its own perspective and set of concerns and is capable of exerting pressures within the family and the firm.

Family Members-neither an Employee nor an Owner: Children and in-laws are usually in this group. Although they may not be part of the business operations, they can exert pressure within the family that affects the business. For example, children may resent the time a parent spends in the business. This creates a problem because parents usually develop guilt feelings as a result of their neglect and the resentment expressed by the children. In-laws, on the other hand, are viewed either as outsiders and intruders or as allies and therefore are usually ignored or misunderstood. For example, a daughter-in-law is usually expected to support her husband's efforts in the business without a clear understanding of family or business dynamics. She may contribute to family problems or find herself in the middle of a family struggle. The son-in-law faces similar, if not worse, problems. He may be placed in a competitive situation with his wife's brothers. If he isn't involved in the family business, he can still exert pressure on the business in his role as his wife's confidant.

Family Members-an Employee but not an Owner: This family member works in the business but does not have an ownership position. For this individual, conflict may arise for a number of reasons. For example, if he or she compares himself or herself to the family member who has an ownership position but is not an employee, a sense of inequity may result. The member may voice his or her resentment: I'm doing all the work, and they just sit back and get all the profits. Or resentment may occur when decisions are made by owners alone. Here, he or she may feel: I'm working here every day. I know how decisions are going to affect the company. Why didn't they ask me? Family members employed in or associated with a family business generally expect to be treated differently from non-family employees.

Family Members-an Employee and an Owner: This individual may have the most difficult position. He or she must effectively handle all the actors in both systems. As an owner, he or she is responsible for the well-being and continuance of the business, as well as the daily business operations. He or she must deal with the concerns of both family and non-family employees. Often, the founder, as the sole owner and chief executive, fails in this category.

Family Members-not an Employee but an Owner: This group usually consists of siblings and retired relatives. Their major concern usually is the income provided by the business; thus, anything that threatens their security may cause conflict. For example, if the managing owners want to pursue a growth strategy that will consume cash and has an element of risk, they may face resistance from retired relatives who are concerned primarily about dividend payments.

Non-family Members-an Employee but not an Owner: This group deals with the issues of nepotism and coalition building and the effects of family conflicts on daily operations. Owners' concerns for non-owner employees usually involve recruiting and motivating non-family employees and non-family owner-managers who will have little or no opportunity for advancement, accepting children of non-family managers into the business and minimizing political moves that support family members over non-owner employees.

Non-family Members-an Employee and an Owner: With the emergence of stock-option plans, this group has become more important. Employees may become owners during a succession. In companies where a successor has been chosen, partial ownership of the company by its employees can foster cooperation with the new management because the employees will personally share the benefits and responsibilities of the company. In cases where there is no successor, selling the company to the employees who have helped build it makes good business sense. Employees who own the company will want to be treated like owners, which may be difficult for family members to understand and accept. A thorough understanding of the behavioral consequences of an employee stock ownership program (ESOP) should be grasped before a family implements such a program. Understanding the perspective of the individuals around you, both family and non-family, will make communicating and decision making easier.

If you have any questions, please contact me at dkdowell@dkdcpa.com

The Budget Control Act of 2011

 After a last-minute agreement finally brought the stalemate over the nation's debt ceiling to a close, President Obama signed the Budget Control Act of 2011 into law on August 2, 2011, enabling the U.S. Treasury to avoid defaulting on existing obligations.

 

The Budget Control Act of 2011 left all sides with plenty to argue about over the next few months. In addition to increasing the debt ceiling, it would bring down the federal budget deficit by an estimated $2.1 trillion over the next ten years. It also sets the stage for more debate over how to achieve that $2.1 trillion reduction, focusing on spending cuts rather than increased revenues. Here are some of the key provisions.

 

 

Debt ceiling will be increased in stages

 

The $14.3 trillion debt ceiling will be increased immediately by $400 billion, and by another $500 billion after September. The increases will allow the Treasury to pay bills without interruption after August 2.

 

Assuming deficit reduction measures are adopted by the end of the year, an additional $1.2 trillion to $1.5 trillion in borrowing authority will be available in 2012, which is believed to take care of the Treasury's needs until 2013. Though Congress could vote to disapprove the additional borrowing authority, that action could be vetoed, which would prevent a rerun of the recent uncertainty.

 

 

Immediate limits are imposed on discretionary spending

 

Caps on domestic and defense spending will cut an estimated $900 billion to $1 trillion--roughly the same amount as the initial increase in the debt ceiling--from federal budgets over the next decade.

 

 

Joint congressional committee will seek $1.5 trillion in additional deficit reduction

 

A special joint select committee of 12 Democrats and Republicans from both the House and Senate will be charged with finding ways to reduce the deficit by an additional $1.5 trillion. The committee, which must be appointed within two weeks after the legislation is signed, is directed to report its proposals by November 23, 2011; by December 2, it must submit legislation to implement them. Both houses of Congress must vote on that legislation, which cannot be amended, by December 23.

 

 

Additional spending cuts, 2012 debt ceiling increase tied to deficit reduction agreement

 

The joint committee's deficit reduction proposals will determine the amount of an additional increase in the debt ceiling. If the committee's proposals are approved by Congress, the debt ceiling will be increased in 2012 by the amount saved by the deficit reduction measures. If the committee cannot agree on how to cut the deficit by at least $1.2 trillion, or if Congress doesn't approve the committee's proposals, the new debt ceiling increase would be limited to $1.2 trillion.

 

To try to prevent gridlock on the committee, failure to agree on at least $1.2 trillion in deficit reduction would automatically trigger an additional $1.2 trillion in broad-based spending cuts beginning in January 2013. The cuts would apply to both defense spending, such as the Departments of Defense and Homeland Security, and to nondefense spending, such as payments to Medicare providers. However, Medicare cuts would be limited to 2% of the program's cost, and programs such as Social Security, veterans benefits, food stamps, and Supplemental Security Income (SSI) would be exempt.

 

 

Balanced budget amendment would give authority to increase debt ceiling

 

President Obama also would be granted immediate authority to increase the debt ceiling by $1.5 trillion if Congress were to pass by year's end a constitutional amendment requiring a balanced budget. Such an amendment also would need to be ratified by three-quarters of the states.

 

 

Subsidized loans for graduate students eliminated

 

Subsidized-interest Stafford Loans for graduate and professional students (other than those in state-required teaching or certification programs) will end after July 1, 2012, though unsubsidized loans will still be available. The Act also adds $17 billion in mandatory funds over two years for Pell Grants to compensate for the funding gap.

 

If you have any questions, please e-mail me at dkdowell@dkdcpa.com

IRS Addresses Tax Treatment of Partial 1035 Annuity Exchanges

The IRS has changed the rules governing partial exchanges of annuity contracts after receiving taxpayer complaints and reports of difficulties after a 2008 revenue procedure on the subject. The new rules will be effective for partial exchanges that are completed on or after October 24, 2011.

Existing Rules for Tax Treatment of Partial Exchanges (Revenue Procedure 2008-24)

Currently, if amounts are withdrawn or surrendered from either annuity contract for a 12-month period beginning on the date the exchange proceeds are received by the recipient carrier, the partial exchange is retroactively disqualified unless one of the following events occurs after the exchange and prior to withdrawal, annuitization, change of ownership or surrender:

  • The owner reaches age 591/2, dies or is disabled
  • The owner's divorce becomes final
  • The owner loses employment
  • The amount withdrawn is allocable to investment in the contract before August 14, 1982 ; or
  • The distribution is from a structured settlement annuity.

Changes to Rules Effective October 24 (Revenue Procedure 2011-38)

  • The period under consideration is shortened to 180 days.
  • The rule that a taxpayer involved in a tax-free partial annuity exchange be age 59 1/2, dying or disabled, or experience a similar life-changing event, is eliminated.
  • The IRS ends the limitation on amounts withdrawn from or received under an annuity contract involved in a partial exchange if the amounts received on an annuity occurred over a period of 10 years or more or during one or more lives: and
  • The IRS eliminates automatic characterization of a transfer as either a tax-free exchange under section 1035 or a distribution taxable under section 72 (e) followed by a payment for a second contract.

The IRS says it will use "general tax principles" to characterize a transfer.

Sources:
journalofaccountancy.com July 28, 2011
immediateannuities.com 2008 Library articles

 
If you have any questions, please do not hesitate to contact me at dkdowell@dkdcpa.com

 

For Immediate Release- Certification for Long Term Care

Dwayne K Dowell CPA, PLLC

9900 Corporate Campus Drive, Suite 3000

Louisville KY 40223

(502) 657-6428

www.dkdcpa.com

E Mail : dkdowell@dkdcpa.com

 

For Immediate Release: 

 

Dwayne K Dowell, MBA (Tax) CPA/PFS of Dwayne K Dowell CPA, PLLC firm has been awarded a professional degree in the field of long-term care, Certified in Long-Term Care (CLTC).  The program is independent of the insurance industry and focuses on providing insurance professionals the tools they need to meet their client’s long-term care needs.

 

“Our firm is very sensitive to the needs of our community” Dowell said.  “Many of our clients have experienced the devastating effects chronic illness has on their families.”

 

          “One of my responsibilities as an insurance professional is to help solve my client’s long term care needs.  That includes explaining that government programs such as Medicare and Medicaid will not pay for the care a person will need should a catastrophic illness occur.”  Dowell stated that the cost of care could be prohibitive.  “Nursing home care in the region can average over $50,000 ­­­­­­ per year.”

 

          “Few families can afford these costs” Dowell stated.  “Long term care insurance may be the solution.  My firm has made the commitment to provide the information clients need to make the right decisions.”  Dowell went on to explain what “CLTC” means.

 

          “The field of long term care is complex.  It intersects with other professions such as financial planning, tax law, home care, government funding, and elder law.  My ability to serve the community depends on understanding what resources, such as housing and services, clients will need as they age and how they will be paid for.  The “CLTC” program provides a comprehensive education on those subjects.”

 

The Dowell Firm is located at

 

Dwayne K Dowell CPA, PLLC

9900 Corporate Campus Drive

Suite 3000

Louisville KY 40223

(502) 657-6428

www.dkdcpa.com

dkdowell@dkdcpa.com


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Debt Ceiling Questions and Answers

As August 2 approaches, you'll likely hear increasingly urgent debate over the nation's debt ceiling. That's the approximate date by which the Treasury estimates it will no longer be able to borrow under the current $14.3 trillion limit. Treasury officials have warned that if the Treasury can no longer borrow money, the U.S. might default on its existing obligations--in other words, be unable to make payments it already owes, whether those be for Treasury securities or government programs.

President Obama, Treasury Secretary Timothy Geithner, and Federal Reserve Chairman Ben Bernanke have warned that not raising the debt limit would have severe consequences. Leaders of both parties have said that the issue must be addressed, and have put forward proposals for tying any increase to tackling the country's budget deficit. However, they differ on how to begin to reduce that deficit.

While the debate is taking place right now, here are some answers to frequently asked questions that might help you understand the issues involved.


What is the debt ceiling?

The debt ceiling represents a limit on the amount the U.S. Treasury is allowed to borrow to manage the national debt (the total amount currently owed by the U.S. government). Before World War I, Congress often approved the terms of individual debt instruments issued by the Treasury to pay for spending authorized by Congress, including maturities, interest rates, and the types of financial instruments used. Eventually, members decided in 1939 to set an overall limit on the total amount the Treasury could borrow to pay the nation's bills without congressional authorization.

An increase in the debt limit does not authorize additional governmental spending; only Congress can approve future spending. However, Treasury officials have said that if the limit is not raised, the government would not be able to pay bills that have already been incurred. According to the Congressional Research Service (an arm of Congress), the debt ceiling has been increased 78 times since 1960 (10 times just since 2001), under both Democratic and Republican administrations.

The national debt has two aspects. Debt held by the public occurs when investors buy debt instruments sold by the Treasury to finance budget deficits and pay bills; it represents almost two-thirds of the current debt. Debt held by government accounts is created when the Treasury borrows from government accounts such as the Social Security, Medicare, and Transportation trust funds.


What would happen if the debt ceiling isn't raised?

There's no way to know the precise or full impact, since a default on the country's obligations is unprecedented in U.S. history. However, the Treasury is responsible for payment of a broad range of obligations that include not only Treasury bonds, notes, and bills, but also Social Security and Medicare benefits, military salaries, interest on the current national debt, and tax refunds, to name only a few.

Technically, the $14.3 trillion ceiling was exceeded in May. However, the Treasury has been able to use certain accounting measures to temporarily extend the nation's ability to borrow.

Bond rating agencies have already warned that an interruption in or curtailing of payments owed by the U.S. government would harm the nation's credit rating, which is currently among the highest in the world. If that happened, or if the country actually had to default or restructure payment schedules, greater uncertainty about the United States' ability to pay its bills would mean that both domestic and foreign investors would likely demand higher interest rates for buying Treasury securities.

Those higher interest rates would increase the country's borrowing costs, making the national debt problem even worse in the long term. They might also result in higher interest rates for other, nongovernmental loans such as mortgages, which some observers worry could hamper economic recovery. And even if there were technically no default, the mere absence of an agreement that addresses the issue before August 2 would likely raise the global anxiety level substantially.


Haven't we survived government shortfalls in the past?

Governmental funding gaps have occurred more than a dozen times in the last three decades, according to the Congressional Research Service. The most recent was in 1995-1996, when the failure of the Clinton administration and the Republican-led Congress to reach agreement on a spending bill led to a temporary government-wide shutdown. However, never in the country's history has it failed to pay its legal obligations--one reason why Treasury securities have historically been considered one of the safest investments in the world.

If you have any questions, please don't hesitate to contact me at dkdowell@dkdcpa.com

Retirement Investments

Introduction

As retirement approaches, you might begin wondering whether the "golden nest egg" you've accumulated is enough to provide the retirement lifestyle you envision. To answer that question, you must determine how much annual income you'll need in retirement. After you've made that calculation, the next step is to develop a plan to turn your nest egg into an income stream that will be sufficient to meet your retirement needs and goals.

Retirement income planning is a very individual matter, and no single strategy or investment is right for everyone. The strategies and investments you choose should be based, at least in part, on your desired lifestyle, risk tolerance, life expectancy, potential return on your investments and their degree of volatility, as well as other available sources of fixed income such as Social Security and pensions.

There are many different types of investments available. Understanding how they work individually and in combination with other choices can help you decide which investment options will work for you.


Annuities

Annuities are a common investment for retirement income planning primarily because they guarantee a stream of income for the rest of your life. Most annuities offer you the option to take regular or intermittent withdrawals as well. These types of annuities are called "deferred annuities." Deferred annuities allow your investment to grow during a period called the "accumulation" or "investment phase". During the accumulation phase, earnings accrue tax-deferred (i.e., earnings are not subject to income taxes until they are withdrawn). Most deferred annuities allow you to periodically withdraw some of the earnings (or some of the earnings and principal) from the annuity, or you can withdraw all of the earnings and principal from the annuity (this is referred to as full surrender). Another withdrawal option found in most deferred annuities is called "annuitization. "

With annuitization, you receive a guaranteed income stream from the annuity. The annuity issuer promises to pay you an amount of money on a periodic basis (monthly, quarterly, yearly, etc.). You can elect to receive either a fixed amount for each payment period (called a "fixed annuity payout"), or a variable amount for each period (called a "variable annuity payout"). You can receive the income stream for your entire lifetime (no matter how long you live), or you can receive the income stream for a specific time period (10 years, for example). You can also elect to receive the annuity payments over your lifetime and the lifetime of another person (called a "joint and survivor annuity").

Immediate annuities offer the same payment options as an annuitized deferred annuity. However, immediate annuities differ from deferred annuities in a few ways. While you can make a single payment or many separate payments for most deferred annuities, immediate annuities are usually funded with a single, lump-sum payment. Immediate annuities do not have an accumulation phase; rather, payments begin within one year from your investment in the annuity. And, unlike deferred annuities, most immediate annuities do not allow for partial withdrawals, although there are some exceptions.

Immediate annuities pay a steady income for a fixed period of time, or for the rest of your life, or for the joint lives of you and another. Often, if you have an immediate need for income, and you don't own a deferred annuity, you may be able to sell stock or mutual funds and use the cash to buy an immediate annuity. Immediate annuity payment guarantees are based on the claims-paying ability of the immediate annuity issuer.

Caution: Annuity guarantees are based on the claims-paying ability of the annuity issuer. Also, withdrawals made prior to age 59½ may be subject to a 10 percent federal income tax penalty.

Fixed versus variable deferred annuities

There are two basic types of deferred annuities: fixed and variable. The issuer (an insurance company) of a fixed annuity guarantees the return of principal at the end of the surrender period. The issuer also guarantees that a minimum rate of interest will be paid on the annuity, but the actual rate of interest credited to the annuity is typically higher than the guaranteed rate. Fixed annuities can provide a source of income by allowing you to withdraw interest earnings, often as frequently as monthly, and the annuity contract may also let you withdraw a stated percentage of the annuity's account value, usually ten percent each year, without incurring surrender or withdrawal charges.

Variable annuities have a variety of investment options called "subaccounts" available for your selection. The investment choices may include general equity stocks, balanced portfolios, bonds, and other specialty investments such as international stocks. Unlike a fixed annuity in which the issuer guarantees that a minimum rate of interest will be paid on your investment, the issuer of a variable annuity does not guarantee or project any rate of return on the underlying investment portfolios. You assume all risk on the underlying performance of the variable annuity's subaccounts. However, earnings from the variable annuity can be withdrawn in the same fashion as a fixed annuity. Also, like fixed annuities, most variable annuities allow for withdrawal of a stated percentage of the annuity's account value without incurring withdrawal charges.

Caution: Variable annuities are long-term investments suitable for retirement funding and are subject to market fluctuations and investment risk, including the possibility of loss of principal. Variable annuities contain fees and charges including, but not limited to, mortality and expense risk charges, sales and surrender (early withdrawal) charges, administrative fees, and charges for optional benefits and riders.
Caution: Variable annuities are sold by prospectus. You should consider the investment objectives, risk, charges, and expenses carefully before investing. The prospectus, which contains this and other information about the variable annuity, can be obtained from the insurance company issuing the variable annuity, or from your financial professional. You should read the prospectus carefully before you invest.

Annuity advantages

One of the main advantages of a deferred annuity is that any earnings accrue tax deferred until they're withdrawn. Over a long period of time, your investment in an annuity may grow substantially larger than if you had invested money in a comparable taxable investment.

Another advantage of an annuity is that you can choose to receive payments from the annuity for your entire lifetime. Even if you live to the age of 100 or beyond, the annuity issuer must continue making the payments to you.

There is no limit on how much you can invest in an annuity. Also, in recent years, there has been a huge increase in the number and variety of annuities available in the marketplace, including fixed annuities, variable annuities, and equity-indexed annuities. In addition, most annuities have options available through riders, usually for a fee or charge, which add benefits to the basic annuity contract, such as an enhanced death benefit, guaranteed income without annuitization, and penalty-free access to annuity proceeds due to a terminal illness or disability affecting the annuity owner.

There is no age limit at which you must begin receiving payments or taking withdrawals. If you do not need the money from the annuity, you can continue to have the earnings accrue tax deferred.

If you die before the distribution period begins, the annuity proceeds will go directly to the beneficiary (or beneficiaries) you have named in the contract, bypassing probate. This can be advantageous because of the potential time delays and costs that are associated with probate.


Annuity tradeoffs

Annuities normally come with higher fees and expenses when compared to other types of investments such as mutual funds and bank deposits. Almost all issuers of annuities, particularly variable annuities, charge a variety of fees for the administration and management of an annuity account. Because variable annuities have more features than fixed annuities, variable annuity fees are generally higher, but in either case, fees can be costly. In addition, many deferred annuities have surrender charges that apply if you withdraw your money from the annuity within the first few years.

Investments in an annuity are not tax deductible. You generally use after-tax dollars to purchase an annuity.

Another concern is that the tax code imposes a 10 percent penalty (in addition to any other taxes owed on the payments) on withdrawals of any earnings made before you reach the age of 59½, though there are certain exceptions.

While there are some exceptions, once you elect a specific distribution plan, annuitize the annuity, or buy an immediate annuity and begin receiving payments, there's usually no turning back. For example, you are not allowed to change from an election to receive annuity payments for a five-year period to an election to receive payments over your whole life.

Another tradeoff with certain types of annuities (specifically fixed annuities) is that the income from the annuity may not keep pace with inflation over the long term.

If you choose to annuitize your deferred annuity or purchase an immediate annuity, and select a "life only" payment option, annuity payments will stop at the death of the annuitant. It is possible that the annuitant can die without receiving at least the return of the investment in the annuity.


Assets that generate income

When it comes to retirement income planning, the challenge is trying to figure out how to a generate a steady and reliable payout from your investment portfolio without running out of money too soon. While your plan should involve an asset allocation personalized to meet your particular retirement needs, it is often necessary to combine assets oriented toward growth with investments that favor income.

Investments that generate a regular, steady stream of income give you a spending base you can rely on, and may help offset some of the ups and downs of the stock market. There are many investments that provide income, including Certificates of Deposit, Treasury securities, bonds, dividend-paying stocks, and real estate investment trusts. Income may be in the form of interest, dividends, or earnings.

Caution: Yields on income-oriented assets may not be enough to meet your retirement income needs. Also, inflation tends to increase expenses over time, and some fixed-income investments may not keep up with these increasing costs. As a result, you may need to combine income-producing assets with growth-oriented assets.

Certificates of Deposit (CDs)

CDs, which can be purchased from banks and brokerage firms, can be used to provide regular income. CDs pay a fixed interest for a fixed period of time, usually from three months to five years. They usually pay higher interest than a savings account, and a penalty is charged for cashing in the CD before its maturity date. Typically, you can have the interest earned from the CD paid to you as income, sometimes as frequently as monthly. Bank-issued CDs are insured by the federal government up to $250,000 per account through December 31, 2013. After that, the standard coverage limit will return to $100,000 for all deposit categories except IRAs and certain retirement accounts, which will continue to be insured up to $250,000 per owner.

Caution: A brokered CD is a bit different from a bank-issued CD. It may have a much longer term--up to 20 years--and a longer-term brokered CD may pay interest at designated intervals rather than at maturity. It also may have a call feature that permits the issuer to redeem it before maturity. Also, if a brokered CD is traded in the secondary market, the price you get if you sell it before maturity may be more or less than your original investment. Finally, if a brokered CD is issued through a bank or thrift where you already have an account, the $250,000 FDIC insurance covers both your CD and that account; anything over the $250,000 limit is not insured.

Higher yields are usually offered on CDs with longer maturities. However, to avoid the early surrender charge, you'll have to keep the CD invested until its maturity. In order to obtain higher CD yields and still maintain some liquidity, you can buy CDs of varying maturities (this is referred to as laddering). This strategy allows you to take advantage of interest rates spread over several maturities without sacrificing liquidity.


Dividend-paying stock

Some companies share their profits with their investors by paying shareholders a dividend. Companies that have regular profits and do not need to reinvest all of them back into the company will issue dividends regularly. Stocks that regularly pay dividends may supply a steady source of income. Dividends are taxed either as ordinary income or as qualified dividends. In order to be taxed as a qualified dividend, you must have held the stock for more than 60 days during the 121-day period that begins 60 days before the ex-dividend date, and the dividends must be paid by a domestic corporation or a qualified foreign corporation. Qualified dividends are generally taxed at the rates applicable to long-term capital gains.

Caution: Because dividends on common stock are subject to the company's performance and a decision by its board of directors, they may not be as predictable as income from a bond.
Tip: The special tax treatment accorded qualified dividends is set to expire after 2010 barring additional legislation.

Another source of dividend income can be found in dividend-paying or income mutual funds. Often called income funds, growth-and- income funds, or equity-income funds, these mutual funds invest in companies with a history of steady growth and excellent dividends. Income funds usually include not only stocks, but a strong bond component, as do balanced funds.


Preferred stock

Preferred stock may be used to generate income because it pays a fixed rate of return in the form of dividends. Dividends on preferred stock are paid before the common stockholders receive a dividend. Additionally, preferred shares usually pay a much higher rate of income than common shares. Also, while most preferred stockholders do not have voting rights in the company, their claims on the company's assets will be satisfied before those of common stockholders if the company experiences financial difficulties. Almost all preferred stocks have a provision allowing the company to call in their preferred shares at a set time or at a predetermined future date.


Mortgage-related securities

Mortgage-related securities are fixed-income investments that generate interest revenue from pools of home loan mortgages. Mortgage-related securities represent an ownership interest in mortgage loans made by financial institutions such as savings and loans, commercial banks, or mortgage companies used to finance borrowers' purchases of homes or other real estate. Examples include Government National Mortgage Association securities (GNMA or Ginnie Mae), Federal Home Loan Mortgage Corporation securities (FHLMC or Freddie Mac), and Federal National Mortgage Association securities (FNMA or Fannie Mae).


Corporate bonds

Corporations issue bonds to help pay for expansion, equipment, or operating expenses. Corporate bonds are a company's IOU for the money you're lending to the company through the purchase of the bond. Corporate bonds provide a steady and predictable stream of income through interest payments. Though they are not risk-free (e.g., a bond issuer could default on a payment or even fail to repay the principal), bonds as a whole are considered somewhat less risky than stocks because a corporation must pay interest to bondholders before it pays its stockholders. If a company declares bankruptcy or dissolves, bondholders are compensated before stockholders.

If you're considering using bonds primarily to provide current income, buying bonds at their face values and holding them to maturity provides a stable stream of income and the assurance that, unless a bond issuer defaults, you'll receive your entire investment back.

In some cases, the issuer of the bond may exercise its right to call the bond--that is, to repay the debt evidenced by the bond before it is due. Each bond's agreement specifies whether it is callable and how soon. Typically, a bond is called when interest rates drop and the issuer can refinance the loan at a more favorable rate. The higher the interest rate, the more likely the bond will be called.

The variety of bonds available offers you the flexibility to tailor your portfolio to your individual needs and investing style. Strategies for bonds can range from something as basic as buying a bond and holding it to maturity, or earmarking the bond proceeds for a specific need, to strategies such as laddering maturities and bonds swapping to achieve a higher yield or tax advantage.


Municipal bonds

Municipal (muni) bonds are issued by state and local governments. Most state and local governments do not tax muni bond interest from that state, though regulations vary from state to state. Also, muni bond interest is usually (but not always) exempt from federal tax as well. Whether muni bond interest is taxable at the federal level depends on how the issuing government uses the money raised by the bonds. If the project that the bond is funding is deemed to have primarily a private rather than a public interest, the bond's interest may be taxable at the federal level. Because of their tax-advantaged status, tax-free bonds almost always yield less than corporate bonds with the same maturity date.

Caution: Income from municipal bonds may be included in the calculation of the alternative minimum tax. Be sure to consult with your tax professional about municipal bond income.

Treasury securities

Treasury securities are sold on the open market by the Department of the Treasury and are backed by the full faith and credit of the U.S. government, making them a relatively safe investment. The most commonly used Treasury securities are Treasury bills (T-bills), Treasury notes, Treasury bonds, and Treasury inflation-protected securities (TIPS). Interest earned on these Treasury securities is not taxed at the state or municipal level, but is subject to federal income tax.

Treasury notes (usually issued in 2-year to 10-year maturities) and Treasury bonds (issued in 30-year maturities) pay interest semi-annually until maturity.

TIPS are designed to adjust both your initial investment (principal) and the interest paid every six months to reflect changes in the Consumer Price Index (CPI), a widely-used measure of inflation. If the CPI increases, the Treasury recalculates your principal to reflect the change. The interest rate is fixed; however, it also will change with inflation because it is applied to the adjusted principal amount. If the CPI figure rises, the principal will be adjusted upward with the interest paid based on the increased principal; if deflation occurs, your principal could actually drop, correspondingly decreasing the interest paid. When the TIPS matures, you will receive either the inflation-adjusted principal or your original investment, whichever is greater. TIPS are available in 5-, 10- or 20-year maturities.


Real estate investment trust (REIT)

A REIT is a company that buys, develops, manages, and/or sells real estate such as skyscrapers, shopping malls, apartment complexes, office buildings, or housing developments. Rather than investing directly in real estate, investors in REITs invest in a professionally-managed portfolio of real estate. REITs trade on the major exchanges, just like stocks. REITs may make money from rental income, profits from the sale of property, and other services provided to tenants. REITs also receive special tax considerations; they do not pay taxes as long as they pay out at least 90 percent of their net income to their investors. There are many types of REITs, so before you invest, be sure you understand how the one you choose functions.


Growth-oriented investments

Some retirees put all of their investments into bonds or other fixed-income investments when they retire, only to find that they haven't accounted for the impact of inflation or potentially decreasing bond yields. Keeping a portion of your portfolio invested in assets oriented toward growth gives you the potential for returns that can outpace inflation and spending needs. Historically, stocks have provided the most common hedge against inflation. Keeping part of your portfolio invested for growth gives you potential for higher returns, albeit with increased risk associated with market volitility.


Stocks

What role should stocks play in your retirement income plan? Conventional wisdom had been that as you approach retirement, you should convert most of your stocks and equity investments to fixed-income assets such as bonds and cash. However, several factors have evolved which heightens the importance of stocks as part of your retirement portfolio. First, retirees are living longer than ever before, which means that your income will have to last longer. While past performance is no guarantee of future results, stocks historically have had better long-term returns than bonds or cash.

Second, as inflation rises, interest rates also tend to rise. Because newer bonds would offer those higher rates, older bonds with lower returns are worth less on the secondary market. If you needed to sell a bond before maturity when its price was down, you could lose money.

Finally, payments from bonds that are based on fixed interest rates lose purchasing power to inflation over time. Stocks, however, have historically outpaced inflation over time.


Mutual funds

Mutual funds provide a good way for retirees to conveniently obtain the benefit of owning a diversified and professionally-managed portfolio. Each fund invests in numerous securities and this diversification reduces the impact of a loss on any individual security. A mutual fund spreads your investment dollars among several individual securities more efficiently than you might be able to on your own. Diversity usually results in less volitility, because gains from some investments can offset losses from others.

Tip: A new type of offering has emerged in the mutual fund market which is designed to help retirees strike a balance between current income and future growth. Generically referred to as distribution funds, they are also known as managed payout funds and retirement income funds. These funds attempt to provide income while maintaining some equity for savings.
Caution: Before investing in a mutual fund, carefully consider the investment objectives, risks, charges, and expenses of the fund. This information, which you should carefully read before investing, is available in the prospectus, which can be obtained from the fund.

If you have any questions, please do not hesitate to conact Dwayne K Dowell, CPA/PFS at dkdowell@dkdcpa.com

Job-Tracking Adds Precision to Your QuickBooks Company

Job-Tracking Adds Precision to Your QuickBooks Company

Does your business have clients whose work sometimes requires multiple steps drawn out over weeks or months, like remodeling projects or court cases? If so, and you're not using QuickBooks' Jobs features, you're missing out on the opportunity to track and evaluate the financial impact of these complex tasks.

You can, of course, just send an invoice out to these customers. But if you do, you're not taking advantage of what QuickBooks' job tools can do. If you create and track these projects faithfully, you'll have valuable insight that you wouldn't otherwise.

Simple definitions

Before you create jobs, you'll need to make sure that QuickBooks is set up properly. Click on Edit | Preferences and then on the Jobs & Estimates and Company Preferences tabs.
 
There are just a few preferences to set here, but you need to make any necessary changes before you launch into job creation. Also, if you track time, scroll down on the list on the left to Time & Expenses. Be sure time-tracking is turned on, as this will likely be an important element of your jobs.

Before you can attach jobs to customers, you'll have to define your Job Types. Go to Lists | Customer & Vendor Profile Lists | Job Type List. A small window opens with command bars at the bottom. Open the Job Type tab and click New. Let's say you're a building contractor. You might type Remodel in the Job Type Name box, then OK.

Repeat until you've entered all of your job types. If you want to build subtypes, click New again and enter the name of the subtype, like Kitchen. Click Subtype of and click the arrow to drop down the list. Select the parent type and click OK.

Outlining your jobs

Of course, you'll be attaching jobs to customers, though each Customer:Job will exist as an individual entity. So start by opening the Customer Center. Right-click on a customer who needs a job tracked and select Add Job. The New Job window opens, which should already contain your customer's profile. Click on the Job Info tab. In the Job Name field, enter Main Home Kitchen Remodel, and skip over the Opening Balance field.

Click the arrow to open the Job Status list and select Awarded from the options offered (None, Pending, Awarded, In Progress, Closed, Not Awarded). Select the Start Date and Projected End Date. Type a brief description in the Description field and select the correct job type.
 
Click OK to save this job. It's now available for use in transactions and reports. When you're creating an invoice or estimate for a specific job, for example, or filtering a report, you'll need to make sure that you select the correct job, and not just the customer. Otherwise, your bookkeeping will not be accurate.

Estimates and progress invoicing

If you do many jobs that take weeks or months, you may find yourself in a bit of a cash flow crunch. Rather than billing for everything at the end, companies in this position often deal with that by creating estimates and dispatching progress invoices. You don't even have to send estimates to customers; they're helpful, though, for gauging your projected income and expenses.

To build a progress invoice partway through a job, create the estimate and click Create Invoice. This window will open, offering three billing options:

Select the one you want and click OK. Your invoice will appear, billed according to your instructions.

In-depth reports

Insightful, detailed reports are your reward for all of this meticulous bookkeeping. QuickBooks' job definitions may be fairly simple, but the reports they make possible give you tremendous insight into how cost-effective your projects are. You'll learn how each job is doing in terms of things like:

  • Profitability
  • The accuracy of your estimates
  • Time and mileage
  • Unbilled costs
  • Job status

QuickBooks' job-tracking tools are not overly difficult to use, but you may want our help in getting your jobs set up and preparing progress invoices. Once you get more than a few jobs in the pipeline, you're going to want to be very confident in your ability to keep up with these procedures. But if you do, you'll have a deeper awareness of how all of your inventory and labor and other expenses are working together to complete projects profitably.


Please contact me at dkdowell@dkdcpa.com with questions.