This Document Includes Loan Forgiveness Examples to Help Business Owners Like You Complete the Pre-Work Required to Request Forgiveness

Total Page:16

File Type:pdf, Size:1020Kb

This Document Includes Loan Forgiveness Examples to Help Business Owners Like You Complete the Pre-Work Required to Request Forgiveness ® PAYCHECK PROTECTION PROGRAM (PPP) LOAN FORGIVENESS PRE-WORK EXAMPLES This document includes Loan Forgiveness examples to help business owners like you complete the pre-work required to request Forgiveness. These examples illustrate how to calculate your loan Forgiveness amount. Click on the examples in the chart below to review the calculations required. While all of the specifics may not fit your business, the examples should help you. Before starting your Forgiveness request online through Chase, you’ll want to use your own costs to complete the calculations for your business. We hope these examples give you confidence in navigating Form 3508EZ. FORM 3508EZ FORM 3508EZ FORM 3508EZ EXAMPLE 1 EXAMPLE 2 EXAMPLE 3 ABC Cookies A&A IT Finn’s Consulting Sporting Goods Business type Self-employed, Limited Liability Limited Liability Sole Proprietor Company (LLC) Company (LLC) or Single-member Limited Liability Company (LLC) Employees None Yes Yes Types of costs Payroll and Payroll only Payroll and non-payroll non-payroll IMPORTANT NOTE: For informational purposes only: Examples described may not be appropriate for every business, and do not take the place of legal, tax or accounting advice for your situation. You should carefully consider your needs and objectives before making any decisions, and consult the appropriate professional(s). This information is dated 11/04/2020 and is subject to change. For the most recent details, visit SBA.gov and Treasury.gov. JPMorgan Chase Bank, N.A. Member FDIC. Equal Opportunity Lender. © 2020 JPMorgan Chase & Co. ® PAYCHECK PROTECTION PROGRAM (PPP) LOAN FORGIVENESS PRE-WORK EXAMPLES PRE-WORK EXAMPLE 1 ABC Cookies ABC Cookies received $20,833.00 in a PPP loan on Business type May 4, 2020, and spent the funds across an 8-week SELF-EMPLOYED Covered Period, which ended on June 29. SCHEDULE C SOLE PROPRIETOR Because ABC Cookies is a Schedule C Sole Proprietorship Employees and can check Box 1 on Form 3508EZ Instructions, NONE it can use the SBA Form 3508EZ. Covered Period We’ll show how this business calculated its Loan 8 WEEKS Forgiveness amount. We’ll walk you through ABC Cookies’ SBA Form as well as additional calculations it needs to Eligible payroll costs YES make along the way. You’ll want to complete the steps below for your own Eligible non-payroll costs business before starting your Forgiveness request YES online through Chase. When you’re ready, you’ll use this pre-work for your Chase online request. Keep in mind SBA Form used 3508EZ that Chase’s online request closely mirrors the SBA Form you choose. Chase for Business | Loan Forgiveness pre-work examples 2 STEP 1 Calculate payroll costs On Line 1, ABC Cookies enters the payroll costs incurred or paid during the Covered Period. NOTE Your incurred or paid There are caps on the salaries for owner employees making more than $100,000.00. payroll costs could be If your business is using the 8-week Covered Period (as ABC Cookies is), owner more than your PPP loan amount. That’s OK. compensation is capped at $15,385.00. If using the 24-week Covered Period, owner compensation is capped at $20,833.00. While completing the request online, remember to click on all the dropdown arrows to view important information such as “eligible payroll costs and instructions.” We TIP If your calculated created the dropdowns to help you along the way. Because ABC Cookies is a Sole payroll costs on Proprietorship and has no employees, it uses only owner compensation as cash Line 1, including Salary/ compensation for employees, and employee benefits are not eligible for Forgiveness. Hourly Wage Reduction and FTE information (if ABC Cookies only has one owner who makes more than $100,000.00 annually, so it applicable), are equal enters $15,385.00 (the capped amount) on Line 1. to or greater than your PPP loan amount, you LINE 1. Payroll Costs = $15,385.00 can request Forgiveness for your full PPP loan without submitting Because ABC Cookies does not have employees and its payroll costs are lower than your non-payroll costs. its loan amount, it will move on to Lines 2–4. Keep in mind: Once we submit your Forgiveness request to the SBA, STEP 2 you might not be able Calculate non-payroll costs (Lines 2 through 4) to submit additional supporting payroll or Eligible non-payroll costs include business mortgage interest payments, business non-payroll costs or rent or lease payments and business utility payments. Your business must have taken documents in support of your request. on these obligations before Feb. 15, 2020. On Lines 2 through 4, enter the eligible costs paid or incurred during your Covered Period. For ABC Cookies: LINE 2. Business mortgage interest payments: $0.00 Line 3. Business rent or lease payments: $7,000.00 Line 4. Business utility payments: $3,000.00 Total non-payroll costs: $10,000.00 Chase for Business | Loan Forgiveness pre-work examples 3 STEP 3 Potential Forgiveness amounts Chase will pre-populate Lines 5 through 7. For ABC Cookies: LINE 5. The sum of Lines 1 through 4: $25,385.00 LINE 6. PPP loan amount: $20,833.00 Using the SBA’s formula, Line 7 is calculated by dividing your payroll costs (Line 1) by 0.60. If Line 7 is equal to or greater than Line 6 (your PPP loan amount), you’ve spent at least 60% of your loan on payroll costs. For ABC Cookies: LINE 7. Payroll cost calculation: $25,641.67 Line 7 ($25,641.67) is greater than Line 6 ($20,833.00), so ABC Cookies spent at least 60% of its loan on payroll costs. STEP 4 Your Forgiveness amount We’ll pre-populate Line 8. Line 8 will be the lowest of Lines 5, 6 or 7. For ABC Cookies: LINE 8. Forgiveness amount: $20,833.00 TIP If your Forgiveness amount requested is less than your loan amount and you think you still have time to use the extra funds, you may want to consider submitting your request later. Chase for Business | Loan Forgiveness pre-work examples 4 ® PAYCHECK PROTECTION PROGRAM (PPP) LOAN FORGIVENESS PRE-WORK EXAMPLES PRE-WORK EXAMPLE 2 A&A IT Consulting A&A IT Consulting received $100,962.00 in a PPP loan on June 22, 2020 and used the funds across 19 weeks. It is ready Business type LIMITED LIABILITY to request Forgiveness before the end of its Covered Period. COMPANY (LLC) A&A is structured as a Limited Liability Company Employees with employees. All of its employees earn under YES $100,000.00 annually. Covered Period A&A can use the SBA Form 3508EZ because it can check 24 WEEKS Box 2 on Form 3508EZ Instructions and had no reduction Eligible payroll costs in employees, employee hours or employee salaries/ YES hourly wages. Eligible non-payroll We’ll show how this business calculated its Loan costs Forgiveness amount. We’ll walk you through A&A’s SBA NO Form as well as additional calculations it needs to make SBA Form used along the way. 3508EZ You’ll want to complete these steps for your own business before starting your Forgiveness request online through Chase. When you’re ready, you’ll use this pre-work for your Chase online request. Keep in mind that Chase’s online request closely mirrors the SBA Form you choose. Chase for Business | Loan Forgiveness pre-work examples 5 NOTE STEP 1 There are caps on salaries for Calculate payroll costs employees making more than $100,000.00. If your business On Line 1, A&A will enter the payroll costs it incurred or paid during the is using the 24-week Covered Period, eligible individual salaries Covered Period. are capped at $46,154.00. If The SBA salary caps are based on an 8-week or 24-week Covered Period using the 8-week Covered Period, eligible individual salaries are depending on when you received your funds. However, if your business, capped at $15,385.00. like A&A’s, spent your loan funds in less time, you calculate the salary cap based on the number of weeks during which you spent the funds. Owner compensation is capped at $20,833.00 for 24 weeks and For example, if an employee made over $100,000.00 annually, you would $15,385.00 for 8 weeks. calculate their salary cap by dividing $100,000.00 by 52 weeks, then multiplying by the number of weeks the money was spent. In this case, it was 19 weeks. NOTE $100,000.00 ÷ 52 = $1,923.08 $1,923.08 x 19 = $36,538.46 While completing the Chase request online, remember to Because A&A Consulting has employees, it will include: click on all the dropdown arrows • Employee cash compensation to view important information such as “eligible payroll costs • Employee benefits like health insurance and retirement plans and instructions.” We created • Employer state and local taxes paid by the business and assessed on the dropdowns to help you along employee compensation the way. • Owner compensation To calculate how much it has spent on employee cash compensation, A&A will use Table 1 from the Schedule A Worksheet found in SBA Form 3508. To submit its request, A&A will use Form 3508EZ. Step 1-A A&A fills inColumns 1 and 2 for all employees who are paid less than or equal to $100,000.00 annually. The Employee Identifier inColumn 2 is the last 4 digits of each employee’s Social Security number. Example SBA Form 3508, Table 1, Schedule A Worksheet: Column 1 Column 2 Column 3 Column 4 Column 5 Employee Salary/Hourly Wage Employee’s Name Identifier Cash Compensation Average FTE Reduction Kimberly 1234 Jay 5678 Elsie 9101 Rafael 1121 Xavier 3141 Hideko 5161 Sam 7181 FTE Reduction Exceptions: Totals: Box 1 Box 2 Box 3 Chase for Business | Loan Forgiveness pre-work examples 6 Step 1-B A&A then calculates payroll costs at an annualized rate during the Covered Period in Column 3.
Recommended publications
  • PPP Loan Forgiveness
    PPP Loan Forgiveness May 8, 2020 withum.com Presen ters Daniel Mayo , JD, LLM James Trubenbach‐Byrne, CPA Principal, National Lead, Federal Manager, Not‐for‐Profit, Tax Policy Government, and Education withum.com 2 Loan Forgiveness • Loan Forgiveness • Includes all eligible expenses paid during the 8‐week period after the loan is made • Eligible expenses: • Payroll costs (up to $100K annualized salary/year/employee, or $15,385 over 8 weeks) • Interest on mortgages incurred before 2/15/2020 • Rent under a lease in force before 2/15/2020 • Utilities for which service began before 2/15/2020 (e.g., electric, gas, water, transportation (e.g., gas), telephone, and internet) . Cannot exceed the principal amount of the loan . No more than 25% of amount forgiven can be for non‐payroll costs . Amount of forgiveness is reduced if there are certain headcount or wage reductions . Amount is tax‐free to the borrower . Borrower will need to document the number of FTEs and pay rates, as well as the use of funds for all purposes . Lender has 60 days to made a decision after it receives a completed application for forgiveness withum.com 3 Payroll C osts Defined . Payroll Costs (paid/incurred during the 8‐week covered period) . Employee . Wages, salary, commissions, or tips (up to cap of $100K/year/person) . Does NOT include payments to independent contractors . Likely includes imputed income for fringe benefits (e.g., housing, tuition, etc.) . Vacation, parental, family, medical, or sick leave . Dismissal or separation payments . Payments for group health care benefits, including insurance premiums . Retirement benefits (e.g., employer 401(k) match) .
    [Show full text]
  • Frequently Asked Questions
    Stimulus Bill Provisions Frequently asked questions On March 27, 2020, the US President enacted the CARES Act (earlier passed by Congress), the third federal legislation passed in response to COVID-19. AIA has shared a detailed memo and hosted a webinar on the provisions impacting firms. Here are some frequently asked questions from AIA members to help you continue to navigate these new policies. Paycheck Protection On April 16, 2020, the PPP ran out of funds. Congress is expected to pass another round of funding later this week (April 23). Program (PPP, aka SBA 7(a)) What should my firm do if we applied but didn’t receive a loan the first time? Check with your lender. If you applied and received SBA approval but no funding, contact them to confirm your status. The lender has 10 days to fund an approved SBA loan. If you applied but did not receive approval, check with your lender to make sure they have all the necessary paperwork now. You will need to submit again when they resume accepting applications. The money is expected to move quickly again, so use this time to your advantage. Can my firm apply this time if we didn’t apply last time? Yes! Act quickly to gather the documents, talk with your bank, and consider evaluating multiple potential qualified lenders. Eligibility What types of organizations are eligible for a PPP? Provided that you employ fewer than 500 people, the following entities are eligible: Any business concern; any small business concern; 501(c)(3) non-profit; 501(c)(19) veterans organization; tribal business concern; sole proprietor, independent contractor; eligible self-employed individual.
    [Show full text]
  • – University of Alaska Fairbanks's Paid Family Leave Initiative
    – University of Alaska Fairbanks’s Paid Family Leave Initiative The new UAF strategic plan calls for a “renewed focus around who we are and what we aspire to be” (Chancellor White, https://uaf.edu/strategic/). For faculty and staff, a renewed focus is on the Paid Family Leave Initiative. The current Paid Family Leave policy for UAF staff and faculty relies on the use of accrued sick or annual leave. This “false” paid family leave is insufficient and will not lead to an increased “attract[ion] the brightest minds” to UAF’s world-class faculty and staff positions. The UAF Faculty Senate’s Committee on the Status of Women has compiled a data driven argument as to why a change to the Paid Family Leave policy at UAF is essential for the new strategic plan. To Solidify our global leadership in Alaska Native and Indigenous programs, we seek to assert ourselves as leaders in Indigenous Programs, by putting core Alaska Native values, such as taking care of one another, honoring women, children, and family into practice in our own institution. To Achieve Tier 1 Research status and share new knowledge, we seek to improve retention and recruitment of faculty which will help more PhD students graduate. To Embrace and grow a culture of respect, diversity, inclusion, and caring, we seek Paid Family Leave to promote respect, diversity, inclusion, and caring by ensuring that no one’s salary is disproportionately affected by unpaid leave and by creating an environment that allows for a healthy life including a career and family. To further recognize that "holistic approaches to well-being of all will lead to improved health outcomes and enhanced resilience, we seek to adopt adequate policies that provide for our UAF community will lead to a stronger, healthier, more resilient institution Figure 1.
    [Show full text]
  • Governance Case Studies
    2A. Governance: Are You a Governance Guru? CAPLAW 2011 National Training Conference Thursday, June 16, 2011 8:30 a.m. - 10 a.m. Minneapolis, MN Ms. Anita Lichtblau, Esq. Ms. Patricia Steiger, CCAP Emeritus Executive Director & General Counsel Management Consultant & CAPLAW Former Executive Director, 178 Tremont Street National Community Action Boston, MA Management Academy 617-357-6915 (main) CAPLAW Vice President [email protected] [email protected] Handouts: 1. Putting Governance Into Practice – Case Studies CAPLAW GOVERNANCE CASE STUDIES PREPARED BY JACK B. SIEGEL, ES Q ., CPA. © Copyright 2008 Community Action Program Legal Services, Inc. CAPLAW Governance Case Studies Introduction There has been a great deal of discussion during the last five years over the role that boards should play in overseeing nonprofits and their activities. Some argue that too many boards are passive, failing to provide adequate oversight over scarce resources. These critics can point to all too many board failures that have resulted in fraud and mismanagement. Others are quick to respond that many boards are filled with volunteers, who want to do right by their nonprofits, but who face time constraints, limited knowledge, and other limitations. Many who serve on boards aren’t even clear as to what their role is. Should they come to the monthly meetings, enjoy the coffee and doughnuts, and serve as cheerleaders? Or, are they supposed to take an active role in managing the nonprofit, possibly coming in on Saturday to clean the office, reconcile the checkbook, or stack cans of food in a warehouse? Many know that they should be asking questions at board meetings, but what questions? Some board members who have taken their roles seriously have asked for training or board orientation.
    [Show full text]
  • PPP - Frequently Asked Questions
    PPP - Frequently Asked Questions • As a Borrower under the Paycheck Protection Program, it is your sole legal responsibility to comply with all laws and regulations applicable to Borrowers under the Small Business Administration Paycheck Protection Program (SBA PPP). • Liberty Bank urges SBA PPP Borrowers to closely review the latest SBA PPP law, regulations and guidelines (Guidelines). The Guidelines can be found on the Small Business Administration and the Department of Treasury websites: www.SBA.gov and www.Treasury.gov. Liberty Bank cautions you that the Guidelines are evolving. The Small Business Administration periodically updates the Guidelines. Some updates modify prior Guidelines, other updates provide further clarification. • Liberty Bank does not provide legal, tax, or accounting advice. Individual facts and circumstances vary from Borrower to Borrower which will impact any answers regarding any interpretation of questions. You should consult with your legal, tax, and accounting advisors to obtain advice regarding your specific situation. Our education materials and communications should be considered in connection with, and are not intended to replace or serve as a substitute for, your close review of the Guidelines, and legal, tax or accounting advice you are urged to obtain from your tax, accounting and legal advisors. • Our communications are summaries or excerpts of the Guidelines, and may contain our opinions or interpretations of the Guidelines. There may be interpretations that are valid that differ from our interpretations and opinions. You are cautioned against placing undue reliance on our views and our educational materials. Index First Draw Second Draw Forgiveness Other General - First Round FAQs First Draw How is the loan amount based on the 2.5 months worth of payroll expenses calculated? (excluding schedule C tax filers)? Applicants will calculate the loan amount by taking the total eligible payroll costs for 2019 or 2020, or last 12 months divided by 12 to identify the average monthly eligible payroll for the calendar year.
    [Show full text]
  • Overview of Cost Sharing & NIH Salary
    Research Administrator Meeting Monday, May 22, 2017 2:00-4:00 Iowa Theater (166), IMU 1. GAO Announcements 2. Fixed Price, Capitation, & Fee For Service • Departmental Invoicing • Change to Monitoring & Closeout 3. Charging Salaries & Wages to Grants/Contracts 4. GOLDrush 5. DSP Announcements 6. Outgoing Subawards 7. Sponsor Updates • Federal • NIH • PCORI • NSF 8. Research Development Office 9. SBIR/STTR Funding May 22, 2017 GAO Announcements Fixed Price, Capitation, & Fee For Service . Departmental Invoicing . Change to Monitoring & Closeout Charging Salaries & Wages to Grants/Contracts GOLDrush DSP Announcements Outgoing Subawards Sponsor Updates . Federal . NIH . PCORI . NSF Research Development Office SBIR/STTR Funding Staff Announcements: Hailey James, hired as Accountant, DHHS Team, January 2017 Joel Baker transferred to Billing Specialist, Billing Team, April 2017 http://gao.fo.uiowa.edu/contact-us FY16 Single Audit WhoKey Administration Application – Roles for Funds 500/510 . New column “Role allows TDR recon?” . Upcoming changes – allow PI Dept Research Admin, Co-I & Co-I Dept Research Admin to assign WhoKey Reviewers Fixed Amount Awards provide a specific level of support without regard to actual costs incurred under the award. The fixed amount is based on appropriate pricing information. Variations include: Fixed Price, based on total amount for work performed Capitation, based on case counts/patient enrollment Fee for Service, based on any other unit price basis GAO is responsible for all invoicing, except for some Capitation awards. Accountability is primarily based on performance. GAO monitoring & closeout review will be minimized: No longer use Universal Closeout Workbook Ask PI/Dept to verify work completed, all applicable expenses have been charged to the account & all reports/deliverables provided to the sponsor .
    [Show full text]
  • Minimum Salaries, Employment Losses and Labor Unions
    Minimum Salaries, Employment Losses and Labor Unions: The Case of Professional Football* Stephen G. Bronars Department of Economics University of Texas at Austin 1 University Station C3100 Austin, TX 78712 [email protected] *Preliminary draft. I am grateful to Gerald Oettinger and participants at the 2005 SOLE Annual Conference for valuable comments and Claudia Hernandez for excellent research assistance. 1 I. Introduction According to a recent survey published in the Journal of Economic Perspectives, the vast majority of graduate students in top economics programs (other than the University of Chicago) disagree with the statement that “a minimum wage increases unemployment among the young and unskilled.” Although a number of studies have demonstrated that youth employment declines when the real minimum wage increases, public opinion may be influenced by the lack of empirical evidence linking minimum wage increases and widespread job destruction. Graduate student opinions may also be reinforced by empirical studies that sometimes find a positive correlation between state minimum wage increases and employment growth, and speculation that monopsony or labor market frictions could account for these positive correlations. The most likely explanation for observed nonnegative correlations between minimum wage changes and employment growth is the endogeneity of changes in the minimum wage. Lawmakers are loath to increase the minimum wage when the labor market is sluggish. Business opposition to an increase in the minimum wage is weakest after the real minimum wage has eroded sufficiently, and labor demand is strong. In other words, we only observe increases in the minimum wage when it causes minimal job destruction. The difficult task of accurately measuring the effects of minimum wage changes, requires an empirical model linking labor market conditions to the political process determining minimum wage legislation.
    [Show full text]
  • Report III (Part 1B)
    International Labour Conference 92nd Session 2004 Report III (Part 1B) General Survey concerning the Employment Policy Convention, 1964 (No. 122), and the Employment Policy (Supplementary Provisions) Recommendation, 1984 (No. 169), and aspects relating to the promotion of full, productive and freely chosen employment of the Human Resources Development Convention, 1975 (No. 142), and of the Job Creation in Small and Medium-Sized Enterprises Recommendation, 1998 (No. 189) Third item on the agenda: Information and reports on the application of Conventions and Recommendations Report of the Committee of Experts on the Application of Conventions and Recommendations (articles 19, 22 and 35 of the Constitution) International Labour Office Geneva Promoting employment Policies, skills, enterprises INTERNATIONAL LABOUR OFFICE GENEVA ISBN 92-2-113034-7 ISSN 0074-6681 First edition 2004 The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers. The responsibility for opinions expressed in signed articles, studies and other contributions rests solely with their authors, and publication does not constitute an endorsement by the International Labour Office of the opinions expressed in them. Reference to names of firms and commercial products and processes does not imply their endorsement by the International Labour Office, and any failure to mention a particular firm, commercial product or process is not a sign of disapproval. ILO publications can be obtained through major booksellers or ILO local offices in many countries, or direct from ILO Publications, International Labour Office, CH-1211 Geneva 22, Switzerland.
    [Show full text]
  • NFL Contract Negotiations in the Aftermath of White V. National Football League
    DePaul Journal of Art, Technology & Intellectual Property Law Volume 8 Issue 1 Fall 1997 Article 6 NFL Contract Negotiations in the Aftermath of White v. National Football League Joseph D. Wright Follow this and additional works at: https://via.library.depaul.edu/jatip Recommended Citation Joseph D. Wright, NFL Contract Negotiations in the Aftermath of White v. National Football League, 8 DePaul J. Art, Tech. & Intell. Prop. L. 115 (1997) Available at: https://via.library.depaul.edu/jatip/vol8/iss1/6 This Case Notes and Comments is brought to you for free and open access by the College of Law at Via Sapientiae. It has been accepted for inclusion in DePaul Journal of Art, Technology & Intellectual Property Law by an authorized editor of Via Sapientiae. For more information, please contact [email protected]. Wright: NFL Contract Negotiations in the Aftermath of White v. National F NFL CONTRACT NEGOTIATIONS IN THE AFTERMATH OF WHITE v. NATIONAL FOOTBALL LEAGUE' INTRODUCTION The 1990's has been a decade of labor strife between ownership and players in professional football, basketball and baseball. Television revenues, advertising dollars and licensing agreements now have enormous ramifications as the popularity of professional sports has reached an all-time high worldwide. This rise in popularity in the United States and abroad has brought with it a substantial increase in the amount of money earned by professional sports franchises, and subsequently, the money paid to the professional athletes who play for them. Numerous strikes, lockouts and court battles have been waged as the parties jockey for control of those dollars.
    [Show full text]
  • GUIDELINES on NATIONAL INSTITUTES of HEALTH (NIH) SALARY CAP Revised: 05/13/19
    GUIDELINES ON NATIONAL INSTITUTES OF HEALTH (NIH) SALARY CAP Revised: 05/13/19 Background The "NIH salary cap," as it is commonly referred to, is a statutory limitation imposed by Congress on an individual’s rate of pay directly chargeable to grants, cooperative agreements, and contracts issued by the National Institutes of Health (NIH). The salary cap limits the rate of pay chargeable to NIH awards to a maximum tied to the Federal Executive Pay Scale and the year of the award. The capped rates of pay apply equally to academic year and fiscal year employees. Maximum Rates for FY 2019 FY 2019 NIH Federal Fiscal Year (paid over 12 months) Award Issue Date 10/01/18 - 01/05/19 01/06/19 – 09/30/19 Maximum Annual Salary Rate (AY) $142,200 $144,225 Monthly (1/12) Maximum Pay Rate $11,850 $12,018.75 at 100% Effort (AY) Monthly (1/9) Maximum Pay Rate $15,800 $16,025 at 100% Effort (AY) Maximum NIH Summer $47,400 $48,075 Compensation (AY) Maximum Annual Salary Rate (FY) $189,600 $192,300 Monthly (1/12) Maximum Pay Rate $15,800 $16,025 at 100% Effort (FY) For salary cap summary FY 1990 - present, visit https://grants.nih.gov/grants/policy/salcap_summary.htm Based on Notice Number, NOT-OD-19-099, the Department of Health and Human Services (HHS), including NIH, operates under The Department of Defense and Labor, Health and Human Services, and Education Appropriations Act, 2019 (Public Law 115-245), signed into law on September 28, 2018. Please see the NIH website (http://www.nih.gov/) for the most accurate information.
    [Show full text]
  • How Personal Income Taxes Impact NHL Players, Teams and the Salary Cap
    HOME GUEST 0 10 HOME ICE TAX DISADVANTAGE? How personal income taxes impact NHL players, teams and the salary cap Jeff Bowes Research Director Canadian Taxpayers Federation November 2014 The Canadian Taxpayers Federation (CTF) is a federally ABOUT THE incorporated, not-for-profit citizen’s group dedicated to lower taxes, less waste and accountable government. CANADIAN The CTF was founded in Saskatchewan in 1990 when the Association of Saskatchewan Taxpayers and the Resolution TAXPAYERS One Association of Alberta joined forces to create a national taxpayers organization. Today, the CTF has 84,000 FEDERATION supporters nation-wide. The CTF maintains a federal office in Ottawa and regional offices in British Columbia, Alberta, Prairie (SK and MB), Ontario and Atlantic. Regional offices conduct research and advocacy activities specific to their provinces in addition to acting as regional organizers of Canada-wide initiatives. CTF offices field hundreds of media interviews each month, hold press conferences and issue regular news releases, commentaries, online postings and publications to advocate on behalf of CTF supporters. CTF representatives speak at functions, make presentations to government, meet with politicians, and organize petition drives, events and campaigns to mobilize citizens to affect public policy change. Each week CTF offices send out Let’s Talk Taxes commentaries to more than 800 media outlets and personalities across Canada. Any Canadian taxpayer committed to the CTF’s mission is welcome to join at no cost and receive issue and Action Updates. Financial supporters can additionally receive the CTF’s flagship publication,The Taxpayer magazine published four times a year. The CTF is independent of any institutional or partisan affiliations.
    [Show full text]
  • The Unintended Demise of Salary Arbitration in Major League Baseball: How the Law of Unintended Consequences Crippled the Salary Arbitration Remedy—And How to Fix It
    HARVARD JSEL VOLUME 1, NUMBER 1 – SPRING 2010 Hardball Free Agency—The Unintended Demise of Salary Arbitration in Major League Baseball: How the Law of Unintended Consequences Crippled the Salary Arbitration Remedy—and How to Fix It Eldon L. Ham∗ & Jeffrey Malach† TABLE OF CONTENTS I. INTRODUCTION ............................................................................................................64 II. THE DEVELOPMENT OF BASEBALL SALARY ARBITRATION............................66 III. SALARY ARBITRATION IN ITS CURRENT FORM ...................................................75 A. The Process.....................................................................................................................75 B. Admissible Criteria.........................................................................................................76 C. Salary Arbitration in the National Hockey League ........................................................77 IV. BENEFITS OF THE FINAL OFFER ARBITRATION PROCESS...............................78 V. CURRENT PROBLEMS WITH SALARY ARBITRATION...........................................80 A. Failure to Assign Weight to Admissible Criteria Creates Inconsistent and Unpredictable Results ....................................................................................................80 B. Comparing Players with Different Years of Service Time..................................................82 ∗ Eldon L. Ham has taught Sports, Law & Society at Chicago-Kent College of Law for seventeen years. He has published
    [Show full text]