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Paperless CPA - Myth or Reality?
by Amir Morani

CPAs now owe it to their clients to go paperless. They have almost all the necessary technology and software needed to convert their office into a paperless office.

As a new CPA on the block, about eight years ago, I had made it a practice to read as much as possible on practice management along with the regular reading I had to do keep up with the technical matters. I came across articles after articles about how it was possible for CPAs to operate in an almost paperless office. It was, however, quite difficult for me to imagine my own office being a paperless office.

"How could a CPA really operate a practice without papers?" I would wonder all the time. I thought of these talks about paperless offices as being something of a creation of imagination about how life would be in 2035 when I may not be there.

The technology that I was using in my office was helping me improve the production. It was also helping me learn some of the more advanced possibilities in my system. In my small practice, it was a simple client-server network with a T1 internet connection. It was during one of my overseas trips about four years ago, that I discovered the power of my system to its best. With the T1 connection and a static IP address, I was able to work on my office system from over 10,000 miles away without any problems. This was a wonderful experience and my desire to learn more about the paperless office became extremely strong at this point.

I spent a lot of time, powered by my strong desire, to learn on the ways I could possibly convert my CPA practice into a paperless practice. I had already enjoyed the pleasure of working on my office system from around the world. I thought that if I could only access all the other papers I needed to look at while working on a client's file I would not even need to be in the office at all to work. Besides enjoying the frustrations of continuous interruptions, accessing papers was the only remaining reason for me to be in the office. Sure there were other reasons, but to carry out my work for a client, accessing papers was the only one.

Now that my desire was so strong, I started running into various pre-packaged solutions advertised in the direct mail and magazine advertisements. I checked out a few, called a few 800 numbers and received some promotion materials. All turned out to be beyond my budget. I had learned a lot about the potentials of my simple office network by now, and figured out that I was too poor to afford some of the good pre-packaged solutions available out there for CPAs.

Upon a thorough study of the technology in my office and the hardware available in the market at affordable costs, I came to an unbelievable conclusion. It was unbelievable because based on my calculations the cost of converting to a paperless office was going to be 5 or 10% of what it would cost me to go with a pre-packaged solution. This happened within one year of my trip overseas and it has been three years since then. I could not believe it but I had a gut feeling that I was right in my conclusion. I considered the cost of failing in an attempt to go paperless not too high. I was already managing a paper-full practice and if an attempt to go paperless were to fail - I would remain where I was - a paper-full practice.

I spent a considerable amount of time developing the detailed plans on the whole process of going paperless, ordered the scanner that I had studied and found to be most affordable and launched the project. In terms of managing the staff time to work on the conversion process and managing priorities it was quite challenging. The process itself was quite enjoyable and revealing (about the hidden treasures in my filing cabinets) but above all quite enriching.

At the conclusion of my project to go paperless, about 60 days from when it started, I discovered that it was truly possible to manage an almost paperless office. I enjoyed more than two years of paperless office at my practice. The efficiency of the office went up significantly during that period. Clients experienced a different, a much higher level, of efficiency in service.

There were certain things that went right for me in this process. I was able to develop my understanding in this area over the years due to my curiosity and had a good handle over the capacity of my seemingly small office network. I discovered that the current office networks, in many small CPA offices, are like human brains. They are highly powerful and highly underutilized.

A paperless CPA office is no more a thing of the future. The true beneficiaries of this move by CPAs are their clients. CPAs who do not have to spend a lot of their time pushing papers and locating lost documents, would definitely be able to provide high-level services to their clients and benefit them more. All clients deserve a CPA who is at least paperless at the basic level, which is completely possible with a small office computer network and a very small investment.

About the Author
Amir Morani CPA CMA CFM MBA is the author of 10 Steps to A Paperless CPA Office - The Simplest Guide to Make Your Practice Paperless. Visit the blog at http://paperlessofficeforcpa.blogspot.com
Article Source: www.businesshighlight.org

More Than Forty Percent of Engineering and Construction Companies are Victims of Economic Crime

More than forty percent (43%) of engineering and construction companies have experienced economic crime and need to tighten controls to combat this threat and recover losses, according to the latest PricewaterhouseCoopers Global Economic Crime Survey. Engineering and construction (E&C) companies suffered from an average of seven incidents of economic crime in the past two years with an average total cost of $1.1million.

Jonathan Hook, global engineering and construction leader, PricewaterhouseCoopers, commented:

“In the past, there was a tacit knowledge that a certain level of economic crime existed in the engineering and construction industry. Materials can go astray and in some countries local officials sometimes receive commissions as part of doing business. However specific instances of fraud can severely damage working morale, jeopardizing the critical trust relationship between parties such as subcontractors and suppliers, and thus negatively impact an entire project. More engineering and construction companies need to focus on improving fraud controls and detection processes in order to counteract fraud at all levels.”

Since the previous PricewaterhouseCoopers Global Economic Crime Survey two years ago, the number of E&C respondents who have experienced economic crime reporting instances of financial misrepresentation, has nearly tripled, from 8% to 21%, where company accounts are altered or presented in such as way that they do not reflect the true value or financial activities of the company. It is clear that the industry needs to be increasingly careful to verify the financial robustness of both clients and subcontractors.

Asset misappropriation, such as material theft or substitution of inferior materials, was by far the most common type of economic crime, being named by 57% of respondents who have suffered a fraud event in the last two years. It has decreased in the past two years, when 66% of respondents had experienced asset misappropriation. This improvement may stem from a trend towards installing better tracking devices which help deter theft of construction plant.

The survey revealed that over half of the perpetrators of economic crime in the E&C industry come from within the company and that a large percentage (40%) of fraud is carried out by middle management, as project managers often have the ultimate responsibility for bringing a project in on-time and on-budget, with additional opportunities to by-pass controls.

Economic crime in the E&C industry remains very difficult to detect. Although most companies report a very high level of satisfaction with their various fraud detection measures, almost 40% of frauds are still detected by chance (through tip-offs or by accident). Internal audit was the most effective internal method of detecting economic crime, with nearly a quarter of crimes coming to light via this route. E&C companies may be able to improve detection by providing fraud training to internal audit staff. They should also ensure that the internal audit team has actual field experience, and is thus better able to detect the industry's more common types of fraud, including validating the existence and quality of suppliers and subcontractors, researching anomalies in disbursements, and looking for opportunities for kickbacks, particularly in respect to change orders and subcontractor liability evaluation. A robust internal audit function may also serve as a deterrent to would-be offenders.

Claudia Nestler, partner and Global Economic Crime Survey leader, PricewaterhouseCoopers, concluded:

“Fraud is being recognized and reported more and more often but some engineering and construction companies have a false sense of security when it comes to economic crime. Only 18% of respondents feel their organization is likely or very likely to suffer from economic crime in the next five years and nearly a quarter viewed an incident of economic crime as very unlikely. Given that 43% of engineering and construction companies have experienced economic crime over the past two years, this optimism may be somewhat misplaced unless companies work to implement more concrete fraud prevention measures.”
 

How to Save Thousands of Dollars a Year in Taxes by Incorporating
by Alex Goumakos, CPA

Someone once remarked, "Next to being shot at and missed, nothing is quite so satisfying as an income tax refund."

There's no question that saving money on taxes is high on everybody's list of financial priorities---especially self-employed business owners.

However, unlike individuals who work as employees, business owners actually have the "luxury" of choosing how much in taxes they pay each year by picking one form of business entity over another---such as a sole proprietorship, partnership, corporation, or limited liability company.

Unfortunately, the majority of business owners choose a business entity once---usually when starting out---then keep the same entity for the life of the business.

This isn't necessarily always the smartest thing to do.

While some companies can get away with sticking with the same form of business entity throughout the life of the business, countless others are just throwing money away by paying more in taxes than they have to.

For some smaller business owners, this financial nonchalance can actually cost an extra several thousand dollars in unnecessary---and avoidable---taxes each and every year.

If you're a business owner concerned about reducing your tax liability, here's a way you can dodge the tax bullet by utilizing what's known as a Subchapter S corporation:

FIRST SOME BACKGROUND:

When starting a new business most entrepreneurs focus on simplicity: that is, the less paperwork and regulations to contend with the better. What this means is that most new businesses start out as "unincorporated" entities such as sole proprietorships (73%) and partnerships (6%).

While management and administrative costs of running the business might be easier and less expensive initially, the tax burden---especially the self-employment tax---can be anything but.

For many business owners who wait until year-end to do their tax planning---or who do no tax planning at all---the self-employment tax is an unwelcome surprise---and a very large expense.

Newly self-employed individuals are shocked even more once they realize that they're responsible for the self-employment tax all on their own. That's because when they worked as an employee their employer was responsible for paying one half of the self-employment tax.

SELF-EMPLOYMENT TAX PARTICULARS:

** The self-employment tax is simply a version of the same Social Security and Medicare taxes you pay as an employee. However, instead of paying 7.65% as you do when you're an employee, as a self-employed business owner you have to pay double: 15.3%.

** In 2004, the Social Security portion (12.4%) is levied on the first $87,900 of net profits. There is no limit to the Medicare portion (2.9%).

** Self-employed individuals are also entitled to a one half-credit of the tax.

** As an example, a self-employed individual with $100,000 in net profits in 2004 would be required to pay approximately $12,766 in self-employment tax.

NOTE: This tax is in ADDITION to federal, state and local taxes!

HERE'S WHAT YOU CAN DO TO SAVE MONEY ON THE SELF-EMPLOYMENT TAX:

Incorporate and elect Subchapter S status. You can elect Subchapter S status even if you have a pre-existing C corporation.

Operating your business as an S corporation is one of the very few four leaf clovers still left in the tax code. The reason for this is simple: The net income from an S corporation is NOT currently subject to the self-employment tax.

If structured and implemented properly, an S corporation could save you thousands of tax dollars per year. As an employee-shareholder of your S corporation, you pay yourself wages just like you would any other employee.

But instead of taking profits out through payroll, you take cash distributions called nontaxable dividends.

Nontaxable dividends are called nontaxable, because they aren't double taxed like the dividends paid to shareholders in a regular C corporation (although beginning in 2008 most dividends will no longer be taxed).

You're still paying taxes on the net income of your S corporation when you file your personal tax return, but the tax is federal tax and NOT the self-employment tax.

For the sake of simplicity, if an S corporation with $100,000 of pre-tax and salary profits pays its owner a reasonable salary of say $50,000 and non-taxable dividends of $25,000, the tax would be $7,650.

** This is a whopping $5,116 savings in tax compared to the $12,766 a sole proprietor would pay on profits of $100,000!

Even if you factor in additional costs such as workman's comp insurance, incorporation costs, professional fees and incidentals, the savings is still more than adequate.

CAVEATS:

** The key to successfully implementing this strategy is that your salary must be REASONABLE under the circumstances surrounding your business. It's also much better for salary justification purposes if your business is not limited to the delivery of personal services by you.

** At personal income levels close to the Social Security wage base ($87,900 for 2004), the benefits of using this strategy diminish.

BUT HERE'S SOME MORE GOOD NEWS:

If you happen to already own a regular C corporation and you live in a state that has a high corporate income tax rate and a low personal one, you'll come out ahead even more if you elect S status.

Additionally, if you have children aged 14 or older, you can save even more taxes by giving them shares in your S corporation and having them pay the tax at their lower tax rates.

By giving away shares you also reduce your estate tax obligation.

So you see, there are plenty of good reasons to incorporate and elect S status.

Just keep in mind that you should ALWAYS consult with your tax advisor and attorney before making any important business or financial decision.

Your financial situation is unique and the information in this article may not be appropriate for your particular situation.

Always look before you leap.

When it comes to your business, you should make it a point to assess the validity of your type of business structure on a yearly basis.

Incorporating is definitely not just for startups. There are plenty of unincorporated businesses that are missing the boat when it comes to saving money. Don't be one of them.

Alex Goumakos CPA is the author of "Gold Mine Tactics: The Business Owner's Success Manual". To learn more about this powerful "insider" small business strategy guide---and to sign up for his complimentary newsletter and how-to articles, please visit http://www.goldminetactics.com
 


Disposing of Assets: Figuring the Gain or Loss
by John Day

The definition of Gain and Loss is as follows:

Gain: When the sales price of a fixed asset exceeds the fixed asset's book value.

Loss: When the sales price of a fixed asset is lower than the fixed asset's book value.

How would you feel if you sold one of your fixed assets in your business for $2500, deposited that amount in your bank account, recorded it as revenue, paid taxes on the profit, and then, found out you only needed to report $500 not $2500? Kind of foolish maybe? It happens all the time, because people don't know how to figure the gain or loss from the disposition of their assets.

Knowing how to write the proper adjusting journal entries that will record all the parts of a sale or trade of your fixed assets is a little complicated, especially when it comes to trades, and not possible to explain entirely in this article. The subject matter is thoroughly discussed my Real Life Accounting for Non-Accountants course. However, I can demonstrate some of the mechanics involved so that you will be aware that, when you sell or discard an asset, there is more to consider than meets the eye.

For example, let's assume that you bought an office desk for $2500 and depreciated it using the Double-Declining method with a one-half year convention. In the U.S. this is called MACRS (pronounced "makers") or Modified Asset Cost Recovery System. The MACRS system requires a desk to be depreciated over seven years. Three years later, you decide the desk size is too small, so you sell it for $1800. The first step in determining the gain or loss on the sale is to figure out what the book value of the desk is. This is fairly easy to do if you have maintained a depreciation schedule for the desk. Set up a format such as this:

Original Cost Desk: $2,500.00

Depreciation:

Year 1) $357.25

Year 2) $612.25

Year 3) $218.63

Total Depreciation:

Book Value of Desk: $1,316.87

Desk Sales Price:_

Gain on the Desk Sale:$483.13

Why is it a gain? Review the above definition. The sale price exceeds the book value. All this may seem like 2+2=4 to the experienced person, but for newbies it may be helpful to review the underlying concepts. In my course, I like to encourage students to think of these accounting events in terms of what actually took place physically. For instance, you bought a desk and used it for three years. You did not deduct the entire desk the first year you bought it. As a matter of fact, you only deducted an expense of $357.25. During the next two years you only deducted $830.88. Therefore, your fixed asset, called a desk, has a remaining cost basis of $1,316.87. Since you sold that asset for more than your cost basis, you incurred a gain. The Internal Revenue Service requires that that gain be reported as income and taxed accordingly.

On the other hand, had the sales price been only $800, then you would have incurred a loss of $516.87. This makes sense, because your cost basis was $1,316.87 and you only received $800.00 when you sold it. Therefore, the money you lost on the sale is a cost of doing business, and according to U.S. tax law, a deductible item.

So be careful when selling an asset. You don't want to report more income than is necessary, nor do you want to lose the benefit of a deduction. That is, unless you don't mind paying extra taxes to the government..

John W. Day, MBA is the author of Real Life Accounting for Non-Accountants, an online course in accounting basics. He has written 3 e-Books pertaining to small business accounting and writes a monthly newsletter on accounting issues.

Know What Your Customers Want!t!
by Philip Lye

In my day to day practice in strategic human resource management I often come across customers looking for a 'good' accountant or 'good lawyer'. As an accountant myself the common thread for a 'good accountant or lawyer' seems to be 'I want someone who can explain things in plain English without the jargon'. This simplicity of service and communications can grow your business and ensure that you never need to look for more work! And the sad fact is that there are many practitioners that just don't deliver.

So what makes a 'good accountant / lawyer'? People from all walks of life are looking for someone they can trust with their hard earned money and that gives advice that can be understood. They aren't interested in Part IVA, debt defeasance, estoppels and other industry terms or jargon and they are willing to pay for the service.

From Professionals to Blue Collar Workers it is a common question that I am asked 'Where can I go for common sense advice, where can I go and who can I trust?

Sadly, even amongst the largest service firms to the private practitioner there appears to be a dearth of practical practitioners.

Where are they you ask? Where indeed!

The sad fact is that many hide behind their memberships and qualifications. Before you think this is all esoteric may I remind you that I am a qualified accountant and a believer in the profession having worked in banking, finance and commerce for 20 years before strategic human resource advising.

Here are some points to ponder and ask yourself if you are in the accounting or professional field ?

1. What do my customers really want? - In my experience, most customers want reassurance, want to be listened to and feel that you are there to help them and they will pay for this service.

2. Do you care? - you show you care by how you respond to their questions and to how you remember even the small things that are important to them.

3. Do you give them time? - we are all working at a hectic pace today, however customers want your time and will pay for it.

4. Do you follow up with them? - I recently engaged a firm of lawyers for a customer of mine. They rang me after seeing the lawyer and said how impressed they were. Why? - they hadn't seen the principal (this firm had 30 partners), however the principal had rung the next day to see whether they were being looked after. The firm now has a client for life.

5. Be practical - send a card, ring occasionally and you factor this in to your pricing.

In a world of rapid change the one thing that people appreciate is the personal touch. Your business, accounting, law or other services business can be exciting, inspiring and profitable.

Its' really not that hard - it just takes some effort, kindness and a customer focused outlook.

You can build your practice and enjoy the journey and the fruits of your labor. The choice is mine, the choice is yours.

Philip Lye is Director of Biz Momentum Pty Ltd providing professional services in strategic human resource management, training your people to work with you and grow your business, and ‘coaching you' to be a better executive.

More information at http://www.biz-momentum.com

Philip holds qualifications in Accounting, Leadership, Human Resource Management & Industrial Relations and is a qualified accountant.

Philip started his working career as the ‘postage clerk' in banking and finance rising through various business opportunities to CEO and CFO of two companies before leaving to start his own business in 2002.
Article Source: www.businesshighlight.org

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