Smart Debt Management: Six Tips for Keeping Your Debt in Check by Tim Steffen, CPA/PFS, CFP®, CPWA®, Director of Advanced Planning
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Department of Administrative Services Offset Programs
ISSUE REVIEW Fiscal Services Division January 5, 2017 Department of Administrative Services Income Offset Program ISSUE This Issue Review examines the Income Offset Program administered by the Department of Administrative Services (DAS). Money owed to the state and local governments is offset or withheld from individuals and vendors to recover delinquent payments. AFFECTED AGENCIES Departments of Administrative Services, Revenue, Human Services, and Inspections and Appeals, the Judicial Branch, Iowa Workforce Development, the Regents Institutions, community colleges, and local governments CODE AUTHORITY Iowa Code sections 8A.504, 99D.28, 99F.19, and 99G.38 Iowa Administrative Code 11.40 BACKGROUND The Income Offset Program began in the 1970s under the Department of Revenue (DOR).1 During that time, state income tax refunds were withheld by the Department for liabilities owed to the Department and other state agencies. In 1989, the Program expanded to include payments issued to vendors.2 In 2003, the Finance portion of the Department of Revenue and Finance became the State Accounting Enterprise (SAE) of the DAS and the new home of the Income Offset Program. Iowa Code section 8A.504 permits the DAS-SAE to recover delinquent payments owed to state and political subdivisions by withholding payments that would otherwise be paid to individuals and vendors.3 The DAS-SAE applies the money toward the debt an individual or vendor owes 4 to the state of Iowa or local governments. For example, if an individual or vendor qualifies for a 1 The Department of Revenue became the Department of Revenue and Finance in 1986 as a result of government reorganization and returned back to the Department of Revenue when the Department of Administrative Services (DAS) was created in 2003. -
The Credit CARD Act of 2009: What Did Banks Do?
No. 13-7 The Credit CARD Act of 2009: What Did Banks Do? Vikram Jambulapati and Joanna Stavins Abstract The Credit CARD Act of 2009 was intended to prevent practices in the credit card industry that lawmakers viewed as deceptive and abusive. Among other changes, the Act restricted issuers’ account closure policies, eliminated certain fees, and made it more difficult for issuers to change terms on credit card plans. Critics of the Act argued that because of the long lag between approval and implementation of the law, issuing banks would be able to take preemptive actions that might disadvantage cardholders before the law could take effect. Using credit bureau data as well as individual data from a survey of U.S. consumers, we test whether banks closed consumers’ credit card accounts or otherwise restricted access to credit just before the enactment of the CARD Act. Because the period prior to the enactment of the CARD Act coincided with the financial crisis and recession, causality in this case is particularly difficult to establish. We find evidence that a higher fraction of credit card accounts were closed following the Federal Reserve Board’s adoption of its credit card rules. However, we do not find evidence that banks closed credit card accounts or deteriorated terms of credit card plans at a higher rate between the time when the CARD Act was signed and when its provisions became law. JEL Codes: D14, D18, G28 When this paper was written Vikram Jambulapati was a research assistant at the Federal Reserve Bank of Boston. He is now a Ph.D. -
VISA ® CREDIT CARD AGREEMENT In
Date: Memorial Union Account Number: 2901 University Ave, Stop 8222 UNIVERSITY Member(s): FEDERAL CREDIT UNION Grand Forks, ND 58202-8222 VISA CREDIT CARD AGREEMENT In this Agreement the words "you" and "your" mean each and all of those who agree to be bound by this Agreement; "Card" means a VISA credit card and any duplicates, renewals, or substitutions the Credit Union issues to you; "Account" means your VISA credit card line of credit account with the Credit Union, and "Credit Union" means the Credit Union whose name appears on this Agreement or anyone to whom the Credit Union transfers this Agreement. 1. Using Your Account. If you are approved for an Account, the Credit Union will establish a line of credit for you and notify you of your credit limit. You agree that your credit limit is the maximum amount (purchases, cash advances, finance charges, plus "other charges") that you will have outstanding on your Account at anytime. Each payment you make to your Account will restore your credit limit by the amount of the payment, unless you are over your credit limit. If you are over your credit limit, you must pay the amount you are over before payments will begin to restore your credit limit. You may request an increase in your credit limit only by a method acceptable to the Credit Union. The Credit Union has the right to reduce your credit limit, refuse to make an advance and/or terminate your Account at any time for any reason not prohibited by law. 2. Using the VISA Classic Card. -
How to Handle Bad Debts There Often Comes a Time When Businesses
How to Handle Bad Debts There often comes a time when businesses must account for nonpaying customers. This typically means deleting them from the company’s books and from regular accounts receivable records by writing off the outstanding receivable as a bad debt. Because bad debt write offs impact a firm’s cash flow and profit margins, credit professionals must use a combination of allowances and write-off guidelines, which must conform with Internal Revenue Service regulations, to handle this process. A firm’s general credit policy should include this information. Some companies establish allowance for bad debt accounts, contra asset accounts, to recognize that write offs are inevitable and to provide management with estimates of potential write offs. In 1986, the IRS repealed the use of the allowance method for tax purposes, taking the position that specific accounts are to be charged off only after they have been identified as uncollectible. Accountants, however, continue to prefer the allowance method, also known as the income statement method, since this method allows for matching bad debt expenses more closely with the time periods in which they were created. General accepted accounting principles rules require the allowance method to be used for external reporting. Allowances for Bad Debts Allowances for bad debts or uncollectible accounts accrue for bad-debt write offs in the accounting period that revenues are recorded, thereby matching revenues and expenses. They are contra-assets, reducing current assets (accounts receivable) accordingly on the company’s balance sheet. There, offsets give a more accurate picture of the outstanding receivables and provide a clearer picture of the firm’s performance. -
How to Choose a Financial Planner 1
InvestorSecurities Division, MarylandEducation Attorney General’s Office How to Choose a Financial Planner 1. Interview and ask questions to fi nd the right 2. Do your homework; determine your fi nancial fi nancial planner. status and objectives. Be prepared to talk about your specifi c fi nancial goals. • What is the planner’s education and experi- ence? Ask for and check references. Deter- • Gather your data: income, savings, real estate, mine if the planner has experience in areas investments, taxes, wills, etc. that match your interests and needs. • Identify your goals and objectives as an indi- • Does the planner off er services that fi t your vidual, a couple, a family. income bracket and investment philosophy? • Some people may need a planner to clarify or • Does the planner off er a wide range of resolve a particular problem or help achieve a investment choices, or only those for which particular goal. Make sure the planner under- the planner will receive a fee or commis- stands your needs. sion? • Give this information to your planner in • Ask how the planner will be paid, and how writing, and keep a copy of this and all other payment will be made. Payment methods pertinent documents for your records. include fl at fees, performance based fees (a fee based on the increaseincrease in the valuevalue of 3. IfIf youyou need on-going planning and ad- youryour account), hourly rates, commis- visoryvisory services,services, be certaincertain that the planner sions, or a combination of these will provide:provide: methods. • A clearly-written plan that sets forth • Call us for a copy of the Finan- goals, alternatives and risks. -
Gamma in Action Financially Sound Households Get Advice From
Spotlight: Financial Planning Reprinted from Morningstar magazine February/March 2019 household is behaving optimally. (For example, Gamma in Action adequate life insurance may reduce available savings, but it is a vital component of Financially sound households get advice a sound financial plan for most households.) from financial planners. Financial Planners Lead the Way Of the four sources of financial information we studied, we find that households working with a financial planner made the best overall financial decisions. Meanwhile, those households working with a transactional advisor made the GAMMA better services to households than others. To do worst financial decisions of the group. David Blanchett this, we use the six most recent reports of the Survey of Consumer Finances (from 2001 Because of potential selection bias, we cannot to 2016) to explore how financial decision-making be sure that the financial planner was the In 2013, Morningstar researcher Paul Kaplan and varies for households that use different types only—or even main—reason these households I introduced a concept we called gamma.1 of sources of information. We concentrate on five made better planning decisions. After all, better Gamma attempts to quantify the potential value decision-making domains: portfolio risk level, decision-makers might choose to use a of financial planning. As U.S. households savings habits, life insurance coverage, revolving financial planner, and not the other way around. increasingly become responsible for more financial credit card balances, and emergency savings. However, our findings do at least suggest financial decisions, such as determining how much to And we look at four information sources: planners are adding the most value among save for retirement, how to invest those financial planners, transactional financial advisors, the information sources we considered, especially savings, and when to retire, and yet typically friends, and the Internet. -
Corporate Debt Management Strategy
CORPORATE DEBT MANAGEMENT STRATEGY 1. Purpose of Strategy Stoke on Trent City Council is required to collect monies from both residents and businesses for the provision of a variety of goods and services. The council recognises that prompt income collection is vital for ensuring the authority has the resources it needs to deliver its services. The council therefore has a responsibility to ensure that appropriate mechanisms are applied to enable the collection of debt that is legally due. The council aims to achieve a high and prompt income collection rate. It endeavours to keep outstanding debt at the lowest possible level by instigating a payment culture which minimises bad debts and prevents the accumulation of debt over a period of time. 2. Scope of Strategy This Strategy covers all debts owed to the council including: Council Tax National Non Domestic Rates (NNDR, also known as Business Rates) Council House Rent Sundry Debt (general day to day business income including housing benefits overpayments and former tenant arrears). Whilst different recovery mechanisms may be used for different debt types all debt is recovered using the objectives below. 3. Objectives of Strategy The objectives of the Strategy are to: Maximise income and collection performance for the council Be firm but fair in applying this Strategy and take the earliest possible decisive and appropriate action Be courteous, helpful, open and honest at all times in all our dealings with customers Accommodate any special needs that our customers may have Work with -
Credit Card Disclosure (PDF)
OPEN-END CONSUMER CREDIT AGREEMENTS AND TRUTH IN LENDING DISCLOSURES Effective July 1, 2016 FEDERALLY INSURED BY NCUA PATELCO CREDIT UNION in agreements governing specific services you have and your general OPEN-END CONSUMER CREDIT AGREEMENTS AND membership agreements with Patelco, and you must have a satisfactory TRUTH IN LENDING DISCLOSURES loan, account and membership history with Patelco. MASTERCARD® CREDIT CARDS 2. On joint accounts, each borrower can borrow up to the full amount of SECURED MASTERCARD CREDIT CARD the credit limit without the other’s consent. PERSONAL LINE OF CREDIT 3. Advances Effective: JULY 1, 2016 a. Credit Card Advances: Credit Cards will be issued as instructed on This booklet contains agreements and Truth in Lending Disclosures your application. To make a purchase or get a cash advance, you that govern your use of the following Patelco Credit Union open-end can present the Card to a participating MasterCard plan merchant, consumer credit programs: to the Credit Union, or to another financial institution, and sign Pure MasterCard Payback Rewards World MasterCard the sales or cash advance draft imprinted with your Card number. Keep sales and cash advance drafts to reconcile your monthly Pure Secured MasterCard Passage Rewards World Elite MasterCard statements. You can also make purchases by giving your Card Points Rewards World MasterCard Personal Line of Credit number to a merchant by telephone, over the internet, or by other means, in which case your only record of the transaction may In addition to this booklet, -
Medicare Human Services (DHHS) Centers for Medicare and Provider Reimbursement Manual - Medicaid Services (CMS) Part 1, Chapter 3
Department of Health and Medicare Human Services (DHHS) Centers for Medicare and Provider Reimbursement Manual - Medicaid Services (CMS) Part 1, Chapter 3 Transmittal 435 Date: MARCH 2008 HEADER SECTION NUMBERS PAGES TO INSERT PAGES TO DELETE TOC 3-1 (1 p.) 3-1 – 3-2 (2 pp.) 0306 - 0310 3-5 - 3-6 (2 pp.) 3-5 – 3-6 (2 pp.) 0334 - 0334.2 (Cont.) 3-11 – 3-14 (4 pp.) 3-11 – 3-14 (4 pp.) NEW/REVISED MATERIAL--EFFECTIVE DATE: This transmittal updates Chapter 3, Bad Debts, Charity, and Courtesy Allowances to reflect updated references from HCFA to CMS, correction of typos, and replace Fiscal Intermediary with Contractor. Also, the Table of Contents has been revised to reflect deleted page numbers. EFFECTIVE DATE: N/A DISCLAIMER: The revision date and transmittal number apply to the red italicized material only. Any other material was previously published and remains unchanged. CMS-Pub. 15-1-3 CHAPTER III BAD DEBTS, CHARITY, AND COURTESY ALLOWANCES Section General Principle .................................................................................................................................300 Definitions..............................................................................................................................302 Bad Debts.........................................................................................................................302.l Allowable Bad Debts .......................................................................................................302.2 Charity Allowances..........................................................................................................302.3 -
Can't Pay Or Won't Pay? a Review of Creditor and Debtor Approaches to Non- Payment of Bills
CAN'T PAY OR WON'T PAY? A review of creditor and debtor approaches to the non-payment of bills Nicola Dominy and Elaine Kempson Personal Finance Research Centre, University of Bristol March 2003 No. 4/03 Can’t pay or won’t pay? A review of creditor and debtor approaches to the non-payment of bills Nicola Dominy and Elaine Kempson Prepared for the Lord Chancellor's Department February 2003 The Research Unit, Department for Constitutional Affairs, was formed in April 1996. Its aim is to develop and focus the use of research so that it informs the various stages of policy-making and the implementation and evaluation of policy. Crown Copyright 2003. Extracts from this document may be reproduced for non- commercial purposes on condition that the source is acknowledged. First Published 2003 ISBN 1 84099 050 3 Contents Page Executive Summary v 1. Introduction 1 Research Aims and Methods 1 Structure of the Report 4 2. A map of can’t pay won’t pay 5 Reasons for arrears 5 Distinguishing can’t pays from won’t pays 8 Payment withholders 10 Working the system 15 Ducking responsibility 19 Disorganised 22 Mapping can’t pay won’t pay 24 3. Arrears management and debt recovery 26 Industry Codes of Practice and Guidance 27 Overview of company approaches to arrears management and debt recovery 32 Holistic approach 35 Hard business approach 39 One-size-fits-all approach 42 Changes in creditor approaches to arrears management and debt recovery 44 Creditors’ use and views of the courts 45 Debt collection agencies 52 Creditor’s abilities to distinguish can’t from won’t pay 53 4. -
Budget Debt Management
1 We’ll begin by talking about budgeting. First, we’ll talk about all of the reasons why making and maintaining a budget is a good idea. Second, we’ll discuss what components go into creating a budget Once that’s done, we’ll focus on actually establishing a budget Then, we’ll talk briefly about the importance of building savings. 2 Then we’ll move on to Debt Management. First, we’ll start by discussing why debt management is so important. From there, we’ll break down the difference between good and bad debt Third, we’ll then analyze different kind of debt to determine whether it’s good or bad. Once we know that, we can then prioritize any debt you might be holding We’ll then talk a bit about your credit. We’ll cover why it’s so important to monitor your credit… …and finally, what factors affect your all‐important credit score. 3 making a budget and sticking to it will help provide you with freedom from debt…and uncertainty. 4 Budgets don’t HAVE to be restrictive. YOU set them, and YOU control them, so you can make sure to factor in the “fun” items that are important to you, like taking a vacation, going out to dinner, or buying a new gadget you’ve been dreaming about. 5 A spending plan isn’t just a good idea…sometimes it can actually improve lives! Research shows that people who create a budget: 1. Are able to prepare for the future more than non‐budgeters, who tend to focus on and worry more about short‐term finances. -
Credit Card Debt Payoff Strategies
September 24, 2015 Which Credit Card Debt Payoff Strategy is Best? Q. I’ve heard I should pay down my higher interest rate cards first. I’ve also heard I should pay the ones with the smaller balance first. What’s the right answer? A. There is no single answer to your question, but different strategies. You should use whichever strategy will help you stay motivated to continue paying off your credit card debt, said Claudia Mott, a certified financial planner with Epona Financial Solutions in Basking Ridge. It comes down to a combination of financial planning principals and psychology. Before you pick a method, Mott said you need to be sure you understand your monthly budget and what additional resources you can put toward debt repayment. She said an online budgeting tool may help you set up a spending plan that incorporates the extra payment you will be making. Now for a closer look at the strategies. Paying off high interest rate cards first is often referred to as the “debt avalanche” or “debt stacking method,” Mott said. The advantages are reduced interest payments and faster balance payoffs. “With this method of debt repayment, you pay extra on the card(s) with the highest interest charges while continuing to make minimum payments on the others,” she said. “As the balances decline, you’ll be charged less interest and the minimum payments will also be reduced.” The lower minimums will make the extra you are paying go even further towards eliminating the debt, Mott said. With this strategy, it may be many months or even years before the balance is eliminated and you actually feel like you have more money in your bank account.